annual - cogta.gov.za

ANNUALPERFORMANCEPLAN 2017/18

traditional affairsDepartment:Traditional AffairsREPUBLIC OF SOUTH AFRICA

My Tradition My Pride

traditional affairsDepartment:Traditional AffairsREPUBLIC OF SOUTH AFRICA

ANNUAL PERFORMANCE PLAN2017 - 2018

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PUBLISHED BY THE DEPARTMENT OF TRADITIONAL AFFAIRS

Content enquiries:

Executive Manager: Office of the Director-General

Tel: 012 334 4972

Fax: 086 615 1738

Directorate: Communications

Private Bag X 804 Pretoria

0001

South Africa

Tel: 012 334 5859

Fax: 086 204 6886

www.dta.gov.za

RP60/2017

ISBN: 978-0-621-45239-6

Title of Publications: Department of Traditional Affairs, Annual Performance Plan

2017/2018

March 2017

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TABLE OF CONTENTS

Foreword by the Minister ....................................................................................................................................................... 5

Introduction by the Deputy Minister ................................................................................................................................. 9

Overview by the Director-General ....................................................................................................................................12

Official sign-off ........................................................................................................................................................................14

PART A: STRATEGIC OVERVIEW

1. Vision ....................................................................................................................................................... 16

2. Mission .................................................................................................................................................... 16

3. Values....................................................................................................................................................... 16

4. DTA Strategic Outcome-Oriented Goals ........................................................................................... 17

5. DTA 2015- 2020 Medium Term Strategic Priorities ......................................................................... 17

6. DTA Strategic Objectives ...................................................................................................................... 18

7. Links and alignment with Government Priorities and outcomes ................................................ 18

8. Legislative and other mandates ......................................................................................................... 23

8.1. Constitutional mandate ..........................................................................................................................................23

8.2. Legislative mandates ................................................................................................................................................24

8.3. Policy Mandate ..........................................................................................................................................................25

9. Updated situational Analysis .............................................................................................................. 25

9.1. Performance Environment .....................................................................................................................................26

9.2. Organisational environment .................................................................................................................................35

9.3. Progress towards achievement of the 2015-2020 strategic objectives .................................................38

10. Revisions to legislative and other mandates ................................................................................... 41

11. Overview of 2017/18 budget and MTEF ........................................................................................... 41

11.1. Expenditure estimates ............................................................................................................................................41

11.2. Relating expenditure trends to strategic outcome oriented goals .........................................................41

PART B: PROGRAMME AND SUB-PROGRAMME PERFORMANCE PLANS

12. PROGRAMME 1: ADMINISTRATION .................................................................................................. 44

12.1. Medium term Strategic Objectives .....................................................................................................................45

12.2. Strategic Objectives Annual Targets ...................................................................................................................46

12.3. Programme Performance Indicators and Annual Targets ...........................................................................46

12.4. Quarterly Targets .......................................................................................................................................................48

12.5. Technical Indicators Descriptions ....................................................................................................................... 49

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12.6. Reconciling Performance Targets with the Budget and MTEF ..................................................................51

12.7. Strategic Risks .............................................................................................................................................................52

13. PROGRAMME 2: RESEARCH, POLICY AND LEGISLATION................................................................ 53

13.1. Strategic Objectives ..................................................................................................................................................54




13.5. Technical Indicators Descriptions ........................................................................................................................60

13.6. Reconciling Performance Targets with the Budget and MTEF .................................................................63

13.7. Strategic Risks ............................................................................................................................................................ 63

14. PROGRAMME 3: INSTITUTIONAL SUPPORT AND COORDINATION .............................................. 65

14.1. Strategic Objectives ................................................................................................................................................. 66






14.7. Risks Management ....................................................................................................................................................76

PART C: ENTITIES

15. National House of Traditional Leaders .............................................................................................. 78

15.1. Strategic Objectives ..................................................................................................................................................78






15.7. Strategic Risks .............................................................................................................................................................86

16. Links to Other Plans .............................................................................................................................. 87

17. Conditional Grants ................................................................................................................................ 87

18. Public Entities ......................................................................................................................................... 87

19. Public Private Partnership ................................................................................................................... 87

ANNEXURES

A: Changes to the Strategic plan .......................................................................................................................................88

B: Acronyms and Abbreviations .......................................................................................................................................104

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Foreword by the Minister

CoGTA Ministry is the key driver of the Back to Basics Approach at local government level. Though implementation of the B2B approach only started in 2014/15, the Ministry is proud to say it is already making strides in most of the municipalities; and there is improvement in different areas across its five themes; namely:

1. Putting people and their concerns first;

2. Supporting the delivery of municipal services to the right quality and standard;

3. Promoting good governance, transparency and accountability;

4. Ensuring sound financial management and accounting; and

5. Building institutional resilience and administrative capability.

To realize full benefits of this approach, the institution of traditional leadership is one of the key role players, particularly on the first, second and third pillar. We therefore, believe that defining the institution’s role in the approach is imperative, particularly within rural municipalities. Municipalities and traditional leadership operate within the same space, good relations and cooperation between the two has the potential to accelerate service delivery within the jurisdictional areas of traditional leadership and complement implementation of the Back to Basics Approach.

The constitutional and legislative imperatives of the Republic of South Africa have placed the institution of traditional leadership within the transformative realm of the democratic developmental state, which places the institution as a key role player in socio-economic development of traditional communities. Thus, it is impeccable that traditional leadership structures at local government level should be functional and able to discharge their functions effectively to attain the objectives of the B2B approach in their communities. The DTA is therefore required to transform and support the institution to effectively contribute to the developmental role within the democratic institutions of the country.

The Ministry of COGTA is mandated to enhance the status of the institution as the custodian of customary law, customs, culture and heritage of traditional communities. The fatalities from customary initiation practice in some provinces is at an alarming rate. Government maintains its zero tolerance stance to initiation deaths and injuries. We call upon traditional leaders as custodians of cultural practices to take charge, lead and work with government to restore the dignity of this practice.

Similarly, I call upon the institution to drive government transformation agenda within structures of traditional leadership and communities. In this regard, I urge traditional leadership to pursue gender equity within structures of traditional leadership; lead the course of protecting and

5


upholding the rights of vulnerable groups within their communities; advance progressive cultural practices; promote ubuntu and social cohesion and ensure that cultural practices and customs conform to the Bill of Rights.

One of the priorities of the COGTA Ministry during the current medium term is harmonization of relations between municipalities and the institution of traditional leadership as part of implementing the Back to Basics Approach. In keeping with this approach, the municipal and traditional leadership structures should establish strong collaborative working relationships to create decent living conditions and improve delivery of services in traditional communities. In this regard, the Department of Traditional Affairs has assessed the functionality of traditional councils (TCs) in seven of the eight provinces with recognised traditional leaders, namely, Limpopo, Northern Cape, Free State, Mpumalanga, Gauteng, Eastern Cape and North West. One of the key focus areas of the assessment was the level and quality of participation of traditional leadership structures in municipal councils and their contribution to integrated development planning processes. Notwithstanding that some of the TCs assessed were doing well, others were struggling in this area. Throughout the remainder of the MTSF, the Ministry will therefore focus on interventions and development of legislation aimed at supporting and strengthening TCs to participate meaningfully in ward committees, IDP processes and municipal councils.

In the past twenty-two years of democracy, the main focus of government in relation to the institution of traditional leadership was that of restoration and supporting the institution to ensure that it has the required resources to deliver on its mandate. An important milestone in this regard has been the establishment and support of statutory structures; namely the National House of Traditional Leaders, provincial houses of traditional leaders in seven provinces, local houses of traditional leaders and Traditional Councils as well as the Department of Traditional Affairs.

It is evident that the institution of traditional leadership, with a constituency base of an estimated 21 million traditional communities living in rural areas, is necessary and has a vital role to play within the South African governance system to advance the developmental agenda. It is therefore imperative that this role is clearly defined and the institution is nurtured and equipped to contribute to socio economic development of traditional communities. However, there are some pertinent issues in relation to its co-existence, sustainability and role within democratic rule. Key amongst them, is the complementary role being played by both the municipal councilors and traditional leaders, urbanization and migration from rural areas to cities and modern society. As society develops and urbanization advances, change management and transformation within the institution are imperative; there must be adaptations to the operations of the institution of traditional leadership to be sustainable in the democratic era.

These issues also have a bearing on whether the institution is sustainable in the long run and need to be addressed to maintain the relevance of the institution of traditional leadership in a democratic and developmental government. There is therefore, a need for a policy shift from

6


focusing on individual traditional leaders to community development and repositioning of the institutions of traditional leadership in the correct perspective, fit for purpose and ideal state. In this second decade of democracy, COGTA Ministry will embark on programmes that will move the institution from the maintenance agenda to the transformation and development agenda that will make the role and contribution of the institution visible and viable within their communities. In this regard, the Ministry has prioritized interventions that will promote transformation, reinforce the developmental role of the institution and position it as a critical role player in moral regeneration.

In the past years, the Ministry has not been sufficiently engaging our traditional leaders as much as we would have liked to. In this MTSF period, we will intensify the engagement with kings and queens as one of our priorities. The Ministry will establish systems for regular and structured engagement with the kings and queens to ensure that they are adequately supported and participate effectively in the developmental agenda and implementation of the National Development Plan.

One outstanding issue in traditional affairs is the legal recognition of khoisan leadership, communities and structures. A significant milestone to address this matter was the finalisation and tabling of the Traditional and Khoisan Leadership Bill in parliament during 2015/16. The Department will continue to support parliamentary processes in this regard and undertake other preparatory activities for when the Bill becomes law.

In addition, we have planned a traditional leadership dialogue which should take place before the end of the MTSF period to address some of the identified pertinent issues within the institution. This dialogue signals that it is time for the traditional and rural communities to overcome the socio-economic, infrastructure, agriculture, education, health care, nutrition, economic and political challenges. It further provides a much required space to address socio-economic challenges of traditional communities in an integrative, solidified and inclusive manner with our diverse partners. Emanating from the dialogue, there will be a Programme of Action to ensure effective implementation of its resolutions.

Reconstitution of traditional councils is still a challenge in many provinces. This is a legislation compliance issue which needs collaborative effort of national and provincial government. In this regard, the Department amended the TLGFA and obtained Cabinet approval.

To address some of the challenges raised above, the Department of Traditional Affairs policy focus over the MTSF will be on:

• Supporting the parliamentary processes towards the enactment of the Traditional and Khoi-San Leadership Bill which will address most of the challenges within the institution, amongst others, the recognition of Khoi-San communities and leaders; and participation of traditional leaders in municipal councils.

• Drafting of regulations in terms of the Traditional and Khoi-San Leadership Bill in

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anticipation of the implementation of the Bill once enacted.

• Conducting research on the functioning of Khoi-San branches to assist the envisaged Advisory Committee on Khoi-San Matters (as provided for in the Traditional and Khoi-San Leadership Bill) during the recognition process of Khoi-San communities, leaders and branches;

• Finalising the Customary Initiation Bill to regulate the cultural initiation practice with a view to reduce the number of fatalities emanating from the practice;

• Supporting the reconstitution of traditional councils and the establishment of kingship and queenship councils.

In delivering services to communities, COGTA recognizes that government cannot act alone. Hence, we call upon our stakeholders to work with us to drive the development of traditional and rural communities.

Des Van Rooyen, MPMinister

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Introduction by the Deputy Minister

The South African Constitution; specifically acknowledges the institution of traditional leadership, its place and role in the system of democratic governance. It provides for the continued authority and functioning of such leaders in accordance with traditional law, within the broader legal framework, and for traditional leaders to participate at local government level.

The traditional leadership is an ancient institution, prevalent across the entire African continent. For centuries the African people experienced no other form of governance. However, the forces of imperialism and

colonialism have served to severely undermine and disintegrate the institution of traditional leadership, not least in South Africa where the successive apartheid period compounded and accelerated this process.

The birth of democracy in South Africa has provided for its recognition in the democratic dispensation and restored its dignity, legitimacy and identity. To this effect, several pieces of national and provincial legislation gave effect to this provision, establishing houses of traditional leaders, defining the relationship of the institution with local government and specifying powers and responsibilities for the respective authorities. The said policies and pieces of legislation fully integrate the institutions of traditional leadership into democratic governance, development and service delivery processes of a developmental and constitutional state.

These pieces of legislation further reaffirm the role of the institution of traditional leadership in governance subject to the Constitution. Traditional leaders have played important developmental, administrative and political roles in rural areas. The underlying premise for these roles is that they are the custodian of culture and the closest authorities to the people. Traditional leaders are a representative of the group’s collective identity, the traditional leader is expected to preserve the group’s heritage and ensures its transmission from generation to generation. Their roles also include the administration of customary law within the confines of the constitution.

As we implement the Back to Basic approach, there is a need to concretize the role that traditional leadership should play in local governance and the kind of traditional leadership participation in municipal councils and other governance processes for enhanced service delivery within rural traditional communities. Collaborative working relations between the three spheres of government and the institution of traditional leadership will have far reaching benefits for traditional communities and rural development in general. The establishment of the Department of Traditional Affairs was intended among others, to facilitate this collaboration. It is against this background that the Department will, within the medium term period onwards, strive to create, develop and strengthen partnerships and cooperative working relations and implement programmes with other organs of the state to advance delivery of services within

9


traditional communities.

The Department of Traditional Affairs is founded on the following five pillars:

• Restoration, stabilisation and strengthening of traditional leadership institution;

• Development of policies, legislation and regulations towards transformation of the sector;

• Establishment of partnerships for revival and activation of economic activities and participation towards sustainable livelihoods in traditional communities, working in collaboration with other Sector Departments and private sector;

• Promotion of cultural and customary way of life which conforms to the Bill of Rights, Constitutional and democratic principles; and

• Coordination of interfaith to promote Social cohesion and nation building.

In the first three years of the Department’s existence the focus has been more on the first two elements with regards to traditional leadership and governance. The 2015-2020 strategic plan has started to incorporate projects across all the five pillars which have been aligned to the five thematic areas of the COGTA Back to Basics Approach.

Government has also been ensuring that the institution is supported to function optimally. In this regard, guided by the Proclamation on the Determination of Salaries, Allowances and Benefits of Public Office Bearers of the Remuneration Commission, the National Framework for Minimum Tools of Trade of Traditional Leaders was developed. All remuneration, benefits and allowances have been standardised for all levels of traditional leadership. However, there are still some inconsistencies across provinces regarding tools of trade and we continue to engage our provincial counterparts to fully implement the National Framework for Minimum Tools of Trade of Traditional Leaders.

We will also be reviewing this Framework during the course of the MTSF to align it with other sector Ministries legislation on some of the tools of trade, such as provision of security and residential accommodation for public office bearers.

COGTA Ministry is disconcerted about the escalating fatalities and deaths of young men from the customary initiation practice; we continue to condemn all criminal activities within the practice. I call upon all levels of traditional leadership, all our stakeholders and civil society to join hands with government and work tirelessly to address this calamity and be at the forefront of the campaign on zero tolerance to initiation deaths, harmful and discriminatory cultural and interfaith practices within traditional communities. Relatedly, there are certain harmful and discriminatory cultural and interfaith practices within the sector, and if not addressed they will be in conflict with the Bill of Rights and African agenda 2063. Thus, the Ministry’s focus will also be on implementation of programmes aimed at entrenching the principles of the Bill of Rights within the institution and traditional communities by prioritizing empowerment of women and girls, advancing gender equity and protection of the rights of vulnerable groups in the

10


traditional affairs sector.

I call upon our provincial counterparts and structures of traditional leadership at all levels to collaborate with us in this worthy course of positioning the institution as a critical partner in the developmental agenda.

Mr O Bapela, MPDeputy Minister

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Overview by the Director-General

The Minister has set out the direction and vision for COGTA by outlining five themes that are enshrined within the Back to Basics Approach; namely, putting people and their concerns first; supporting the delivery of municipal services to the right quality and standard; promoting good governance; transparency and accountability; and ensuring sound financial management and accounting; and building institutional resilience and administrative capability. In line with the Approach, the Department has assessed the functionality of 467 of 829 traditional councils (TCs) nationally. Emanating from this exercise, TCs have been categorised into three; the functional, functional but at risk and dysfunctional. Of

the 467 assessed TCs, 206 (44%) are functional, 232 (50%) functional but at risk and the remaining 29 TCs (6%) are dysfunctional. In consultation with our provincial counterparts, we have developed provincial support plans for TCs that are at risk and dysfunctional to improve their functionality.

Furthermore, together with provincial departments responsible for traditional affairs, traditional affairs indicators were developed and adopted. It is envisaged that the process of customizing the indicators will be finalised during the current MTSF period. One of the sector indicators is increase in the number of functional TCs. In this regard, working jointly with provinces within the intergovernmental framework, the Department will focus on strengthening the governance, administrative and technical capacity of traditional councils that are dysfunctional and at risk whilst continuing to support those that are doing well.

Without the transformation of the institution from its current form to respond to the spread of urbanization and other changes in society, its sustainability and relevance within the modern society might be adversely affected. The 2015-2020 Strategic Plan, signals a shift from maintenance and support of the institution, which was the focus of the Department in the past five years towards a more balanced trajectory of a combination of government support and transformation of the institution to a more sustainable institution. In this regard, we have planned to engage and listen to various role players including among others, academics, civil society, non-governmental organisations and traditional leaders on these issues. We are confident that this approach will serve the institution more effectively and contribute to the realization of the department’s goals and strategic objectives.

The Department has a critical role to play in the achievement of the goals of the African Agenda 2063 as well as in the implementation of the adopted United Nations Declaration on the Rights of the Indigenous Peoples of the World and other international conventions. In this regard, the Department has prioritised programmes and pieces of legislation that will support the institution of traditional leadership to redefine its developmental role in a democratic state

12


and restoration of moral fiber of society and how it is going to contribute to the building of an ‘inclusive, cohesive, developed and sustainable institution of traditional leadership and traditional communities’.

The sector has several challenges such as initiation fatalities; dysfunctionality of TCs; inconsistencies in the implementation of national legislation, norms and standards across provinces; generally inadequate and ineffective participation of traditional leadership structures in municipal councils as well as ineffective implementation of transformation agenda within the institution. Therefore, the Department and its associated entity, the National House of Traditional Leaders identified the following interventions for the current MTSF period:

1. Monitoring and supporting provinces in the implementation of national traditional affairs legislation, policies, norms and standards;

2. Implementation of the National Initiation Intervention Plan as an interim measure prior to regulation of the customary initiation practice;

3. Implementation and monitoring of support plans to enhance the functionality of traditional councils and development of Traditional Councils Governance and Funding Model;

4. Implementation of the Traditional Leadership Transformation and Socio-Economic Development Programme;

5. Establishing systems and norms and standards for resolution of traditional leadership disputes and claims;

6. Implementation of interventions aimed at harmonizing relations between traditional leadership and elected local government leadership;

7. Supporting parliamentary processes towards enactment of the Traditional and Khoisan Leadership Bill; and National Cultural Initiation Bill; and

8. Strengthening sector coordination, integrated planning, monitoring and evaluation systems.

With the support of provinces and other key traditional affairs stakeholders, I trust that the direction that the 2015-2020 Strategic Plan of the Department is taking will yield good results and improve the lives of communities.

Dr. MC NwailaDirector-General

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14My Tradition My Pride

Official sign-off

It is hereby certified that this Annual Performance Plan 2017- 2018:

Was developed by the management of the Department of Traditional Affairs (DTA) under the guidance of the Minister for Cooperative Governance and Traditional Affairs, Mr. Des Van Rooyen.

Takes into account all the relevant policies, legislation and other mandates for which the Department of Traditional Affairs is responsible.

It accurately reflects performance targets which the Department of Traditional Affairs will endeavor to achieve, given the resources made available in the budget for 2017-2018.

MS RS MOGALADI Signature: Head Official Responsible for Planning

MR O APHANE Signature: Executive Manager: Corporate and Financial Services (CFO)

Dr MC NWAILAAccounting Officer Signature:

MR O BAPELA, MPDeputy Minister Signature:

Approved by: DES VAN ROOYEN, MP Signature : Executive Authority

PART A

STRATEGIC OVERVIEW


1. VISION

Inclusive, cohesive, developed and sustainable traditional and interfaith communities

2. MISSION

Informed by the NDP, MTSF (government outcomes) and Back-to-Basics, the Department’s mission is to transform, develop and promote cohesiveness and sustainability of traditional communities through:

• Development, implementation, monitoring and review of traditional affairs legislation, policies, norms and standards;

• Monitoring and providing support to the institution in its administration of the affairs of traditional communities in accordance with customs and traditions;

• Developing mechanisms for structures of traditional leadership to support municipalities in the identification of community needs;

• Facilitating the involvement of traditional communities in the development or amendment of IDPs within their areas;

• Monitoring and providing support to the structures of traditional leadership in their participation and promotion of development and service delivery within their communities;

• Monitoring the participation of structures of traditional leadership in the development of policy and legislation at local level;

• Monitoring the participation of structures of traditional leadership in the development programmes of municipalities, provincial and national spheres of government;

• Monitoring the promotion of the ideals of cooperative governance, integrated development planning, sustainable development and service delivery by structures of traditional leadership;

• Monitoring the promotion of indigenous knowledge systems by the institution of traditional leadership and ensuring that they are in accordance with Constitutional principles;

• Developing appropriate policies, legislation, norms, standards, systems and regulatory framework governing traditional affairs; and

• Coordinating the interfaith sector to promote social cohesion and nation building.

3. VALUES

• Community and development oriented

• Accountability

• Professionalism

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Part A


• Integrity

• Excellence

• Respect

• Team work

• Information sharing and communication

4. THE DTA STRATEGIC OUTCOME ORIENTED GOALS

The Department has identified the following four strategic outcome oriented-goals (SOOG) for the MTSF period:

Functional and accountable institution of traditional leadership

Community development-oriented and sustainable institution of traditional leadership

Inclusive, transformed, stable and cohesive traditional and interfaith communities

Development-oriented, effective and efficient Department

SOOG 1

SOOG 2

SOOG 3

SOOG 4

5. DTA’S 2015/16 - 2019/20 MEDIUM TERM STRATEGIC PRIORITIES

The Department identified the following five priorities over the medium term period:

5.1 Restoration: Stabilisation and strengthening of traditional leadership institution

5.2 Development of policies, legislation and regulations towards transformation of the sector (harmonisation of relations between the institution of traditional leadership and government);

5.3 Establish partnerships for revival and activation of economic activities and participation towards sustainable livelihoods in traditional communities; working in collaboration with other sector departments and private sector

17

STRATEGIC OVERVIEW


5.4 Promotion of cultural and customary way of life which conforms to the Bill of Rights, constitutional and democratic principles; and

5.5 Coordination of interfaith to promote social cohesion and nation building

6. DTA STRATEGIC OBJECTIVES

Informed by the above mentioned goals and strategic priorities, the Department adopted the following six strategic objectives:

No Strategic Objectives

1 To improve departmental corporate governance systems by 31 March 2020

2To enhance information management of faith structures, traditional leadership institutions and communities by 31 March 2020

3 To reduce the number of traditional leadership disputes and claims by 31 March 2020

4 To increase the number of functional structures of traditional leadership by 31 March 2020

5To promote transformation agenda and socio-economic development within traditional leadership structures and communities by 31 March 2020

6 To reduce the number of deaths and injuries resulting from cultural initiation practice to zero by 31 March 2020

7. LINKS AND ALIGNMENT WITH GOVERNMENT PRIORITIES AND OUTCOMES

The Department’s 2015-2020 Strategic Plan and 2017/18 Annual Performance Plans support the NDP Chapters and MTSF (government outcomes); specifically, the following chapters and government outcomes:

• Chapter 6: Inclusive Rural economy

• Chapter 13: Building a capable and developmental state

• Chapter 15: Transforming society and uniting the country

Government Outcomes/MTSF:

• Outcome 7: Vibrant, equitable and sustainable rural communities and food security for all;

• Outcome 9: Responsive, accountable, effective and efficient developmental local government system; and

• Outcome 12: An efficient, effective and development-oriented public service

• Outcome 14: Nation Building and Social Cohesion

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Part A


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19

STRATEGIC OVERVIEW


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20

Part A


ND

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21

STRATEGIC OVERVIEW


ND

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ar 2

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22

Part A


8. LEGISLATIVE AND OTHER MANDATES

The Department’s mandate extends beyond traditional, Khoi and San leadership and communities and includes overseeing a full range of tasks inherent in dealing with all issues of traditional affairs; and it is informed by the following legislative framework:

8.1. Constitutional Mandate

The work of the Department is derived from Chapter 12 of the Constitution, relevant policies, the legislation administered by the Department, national policies and laws relating to the public service as a whole, and those pieces of legislation that promote constitutional goals such as equality and accountability.

The Department’s mandate is derived from the Section 211 of the Constitution of the Republic of South Africa, 1996, which states that “the institution, status and role of traditional leadership, according to customary law, are recognised, subject to the Constitution. A traditional authority that observes a system of customary law may function subject to any applicable legislation and customs, which includes amendments to, or repeal of, that legislation or those customs. The courts must apply customary law when that law is applicable, subject to the Constitution and any legislation that specifically deals with customary law”.

The Department’s mandate is also derived from Section 212 of the Constitution which stipulates that “national legislation may provide for a role for traditional leadership as an institution at local level on matters affecting local communities. To deal with matters relating to traditional leadership, the role of traditional leaders, customary law and the customs of communities observing a system of customary law. National or provincial legislation may provide for the establishment of houses of traditional leaders; and national legislation may establish a council of traditional leaders”.

The Department’s mandate is also informed by Part A of Schedule 4 of the Constitution, which states that “indigenous law, customary law and traditional leadership are both functional areas of concurrent national and provincial legislative competence, subject to the provisions of Chapter 12 of the Constitution”.

Furthermore, the Department’s mandate is informed by Section 30 of the Constitution- Language and Culture and it states that “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”.

In addition, the Department’s mandate is informed by Section 31 of the Constitution on Cultural, Religious and Linguistic Communities, which 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.

23

STRATEGIC OVERVIEW


It further states that the rights in this section may not be exercised in a manner inconsistent with any provision of the Bill of Rights”.

8.2. Legislative Mandates

In addition to the constitutional mandate, the Department’s mandate is also informed by the following three pieces of legislation that it administers:

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

The Department also derives its mandate from the TLGFA. The TLGFA also provides for the recognition of traditional communities, the establishment and recognition of traditional councils, leadership positions within the institution of traditional leadership, the recognition of traditional leaders and the removal from office of traditional leaders. It also provides for houses of traditional leaders, the functions and roles of traditional leaders, dispute resolution and the establishment of the Commission on Traditional Leadership Disputes and Claims (CTLDC); which subsequently informs the Department’s legislative mandate.

Among others, Sections 5 and 6 of the Act are of significance to the work of the Department and provides direct functions to the Department. Section 5 provides for national and provincial government to promote partnerships between municipalities and traditional councils through legislative and other measures. On the other hand, Section 6 stipulates that “the national government and provincial government may adopt such legislative or other measures as may be necessary to support and strengthen the capacity of traditional councils within the province to fulfill their functions”.

Section 19 of the Act also places a responsibility for the Department or a provincial government, as the case may be, may, through legislative or other measures, to provide a role for traditional councils or traditional leaders in respect of arts and culture; land administration; agriculture; health; welfare; the administration of justice; safety and security; the registration of births, deaths and customary marriages; economic development; environment; tourism; disaster management; the management of natural resources; the dissemination of information relating to government policies and programmes; and education. 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 No. 22 of 2009)

The NHTL Act provides for national legislation to establish the National House of Traditional Leaders and determines the powers, duties and responsibilities of the House. It furthermore provides for support to the House by national government, the relationship between the House and the Provincial Houses, and the accountability of the House. Therefore, the NHTL Act places a responsibility to the Department to provide support to the National House of Traditional Leaders.

24

Part A


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

This Act provides for the promotion and protection of the rights of cultural, religious and Linguistic Communities, inclusive of traditional communities, khoisan and interfaith.

Municipal Structures Act (Act 117 of 1998)

Section 81 of the Municipal Structures Act regulates the participation of traditional leaders in municipal councils. Section 92 of the Act however makes provision for the Minister to make any regulations for purposes of the Structures Act, thus including regulations in respect of section 81 matters.

8.3. Policy Mandates

The White Paper on Traditional Leadership and Governance, 2003, sets out a national framework, norms and standards that define the role and place of the institution of traditional leadership within the South African system of democratic governance. It seeks to support and transform the institution in accordance with constitutional imperatives and to restore the integrity and legitimacy of the institution in line with the African indigenous law and customs subject to the Constitution.

9. UPDATED SITUATIONAL ANALYSIS

In South Africa, the institution of traditional leadership exists alongside a democratic dispensation. The pertinent question that needs to be posed is about the location of the institution of traditional leadership in the context of the modern society and governance systems. Research conducted on political transformation worldwide has shown that modern societies and systems of governance are constantly changing. It is evident that traditional institutions and governance have not kept pace with political, economic and social transformation. There is, therefore, creative tension between democratic and indigenous governance structures.

It is important to note that in countries where functions and duties of elected representatives and traditional leaders are not harmonised, the conflicts and overlap of functions have become extremely detrimental to local traditional communities and development. Countries such as South Africa, Zimbabwe and Ghana opted to harmonise the role of traditional leaders and elected representatives. This was achieved because the roles and responsibilities of each authority are distinct and are supposed to complement each other.

In most African countries, despite challenges encountered, traditional rule has been persistent over the years. Analysts have given a wide range of possible explanations for this phenomenon, focusing on various sources of legitimacy, issues of performance or function, and leadership qualities. These analysts have drawn different conclusions, most notably with regard to whether they believe that traditional rule survives and thrives because of the support of civil society, or because of the state, contrary to the will of the rural communities themselves.

25

STRATEGIC OVERVIEW


The challenge pertaining to the location and developmental role of traditional leaders continues to be elusive. Traditional leaders represent the remnants of the pre-colonial cultural features as defined in Article 1, No. 169 of Indigenous and Tribal Peoples Convention, which states that “tribal peoples in independent countries whose social, cultural and economic conditions distinguish them from other sections of the national community, and whose status is regulated wholly or partially by their own customs or traditions, or by special laws or regulations.”

Almost 21 million people constitute rural and traditional communities in South Africa. Therefore, the strategic role of the DTA is to strengthen the institution of traditional leadership to discharge its role of promoting and contributing to service delivery, socio-economic development, nation building, moral regeneration and preservation of customs and culture within their geographic areas.

9.1. Performance Environment

The institution of traditional leadership encompasses traditional communities, kings/queens, principal/senior traditional leaders, and headmen/women. In addition, the Institution also includes various councils, for instance, kingship/queenship councils, principal traditional councils, traditional sub-councils, as well as, the national, provincial and local houses of traditional leadership and traditional courts. Moreover, it is anticipated that the Khoi-San communities, would also form part of the Traditional Institution, once they are recognised in terms of applicable legislation.

The scope of traditional affairs hinges upon inherent functional areas, such as arts and culture; land administration; agriculture; health; welfare; the administration of justice; safety and security; registration of births, deaths and customary marriages; environmental management; tourism; disaster management; economic development; natural resources; the dissemination of information relating to government policies and programmes, and education (Section 20 of the Traditional Leadership and Governance Framework Act, Act 41 of 2003) (TLGFA).

The Traditional Leadership and Governance Framework Act also makes provision for

• the functions of traditional councils which includes participation in development and service delivery in communities (sec 4);

• partnerships between traditional councils and municipalities (sec 5).

Whilst, Section 81of the Municipal Structures Act provides for the:

• Participation of traditional leadership in municipal councils; and

• expression of a view by traditional leaders on development within their TCs’ areas of jurisdiction.

26

Part A


In view of the above, the functional areas, are constitutionally allocated as competencies to other institutions of public governance, such as, national and provincial departments, municipalities and the judiciary. Accordingly, traditional leadership has a vital role to play in all other government priorities in an integrated manner. This invariably necessitates cohesive and coherent working relations among all Institutions concerned. In view of the above, Traditional Leaders play a vital role in the development and financial sustainability of the traditional and rural communities of the Republic of South Africa. Local government is pivotal in driving the agenda of traditional communities.

Effective coordination of all these institutions and role players is therefore critical to achieve the legislated mandate of the institution. The Department of Traditional Affairs is thus a custodian of coordination of traditional affairs across the spheres of government. To this effect, the Department, through extensive consultation with key stakeholders, has developed the Traditional Affairs strategy informed by the needs of the traditional affairs sector. The Department has also developed traditional affairs sector indicators in collaboration with provinces. The strategic and the sector indicators are aimed at ensuring alignment and integration of national traditional affairs plans with those of provinces, traditional affairs entities.

9.1.1. Key stakeholders

As noted above, the Department’s key clients and stakeholders are traditional, Khoisan and interfaith communities as well as traditional leaders. There are 8241 legally recognised traditional leaders, of which 9 are kings, 2 queens, 2 principal traditional leaders, 829 are senior traditional leaders and 7399 headwomen/headmen. The structures of traditional leadership constitute 33 Houses of Traditional Leaders, of which 1 is the National House, 7 provincial Houses and 25 are Local Houses as well as 829 traditional councils, 9 kingship councils and 2 queenship councils.

Table 2 below indicates a break-down of the number of traditional leaders and traditional leadership structures per level in each province:

27

STRATEGIC OVERVIEW


Table 2: Break-Down of the Number of Traditional Leaders and Traditional Leadership Structures per level in each Province

No. Province Senior Traditional Leaders/

Traditional Councils

Headmen / Women

Kings and queens

(kingship and queenship councils)

Principal traditional

leaders (principal traditional leadership councils)

TOTAL

1 Eastern Cape 215 1193 4 2 1414

2 Northern Cape 8 25 0 0 33

3 Limpopo 183 21181 (1Court interdict)

0 2303

4 Mpumalanga 58 522 2 0 582

5 Gauteng 2 14 0 0 16

6 KwaZulu Natal 296 3372 1 0 3669

7 North West 54 59 0 0 113

8 Free State 13 96 2 0 111

Total 829 7399 11 2 8241

One of the challenges facing the sector is that traditional councils are not yet been legally constituted, and kingship and queenship councils though established in terms of customary law, they are not yet legally established as prescribed in the Traditional Leadership Governance Framework Act. The 2015-2020 Strategic Plan will among others address this challenge and focus on ensuring that structures of traditional leadership at all levels are legally constituted and fully compliant with the Act by the end of the MTSF period.

9.1.2. Gender equity and women empowerment within the traditional affairs sector

According to the Traditional Leadership Governance Framework (Act 41 of 2003), women should constitute at least a third of members of all structures of traditional leadership and where it has been proved that an insufficient number of women are available to participate in the structure, the Premier in the case of structures at Provincial Government level or Minister in the case of structures at National Government level may, in accordance with a procedure provided for in provincial or national legislation, determine a lower threshold for the particular structure than that required. The following section provides a synopsis of implementation of the Act by various structures of traditional leadership across provinces:

Of the 8241 traditional leaders in the country at all levels of leadership, 177 (2%) are women, and 2 are queens, 122 are women senior traditional leaders and 53 are headwomen.

28

Part A


Table 3: Number of Women Traditional Leaders in the Country According to Rank Against Men

Province Headmen/women Senior Traditional leaders

Kings/queens TOTAL

Male Female Male Female Kings Queens

FS 88 21 12 1 2 0 124

Gauteng 2 - 2 0 0 0 4

EC 1193 - 125 46 4 2 1370

Limpopo 2118 - 147 40 2 0 2307

Mpu 494 28 50 4 2 0 578

NC 24 1 19 1 0 0 45

NW 81 3 54 4 - - 142

KZN 3372 - 272 26 1 0 3671

TOTAL 7372 53 681 122 11 2 8241

As indicated in the table below, most Houses of Traditional Leaders at national and provincial levels do not comply with the legislative prescription of women should constitute at least a third of members. In this regard, 38 out of 47 members of Houses of traditional leaders at both national and provincial levels (81%) are men and 9 (9%) are women. All chairperson of Houses are men while 6 out of 8 Deputy Chairpersons (75%) are women, and 7 out of 31 executive committee members (23%) are women. Therefore, as indicated in Table 4 below more than 80% of executive committee members of Houses of traditional leaders at national and provincial levels are men; and therefore, though there are most women are Deputy Chairpersons in 6 of the 8 Houses, only 13% of women participate at decision making level of provincial Houses of Traditional Leaders while there are no women in the executive committee of the National House of Traditional Leaders level. The situation is the same in Local Houses of Traditional Leaders and Traditional Councils. The following table presents gender breakdown of number of women against men in the national and provincial houses of traditional leaders.

29

STRATEGIC OVERVIEW


Table 4: Gender Breakdown of number of Chairpersons, Deputy Chairpersons and Executive Committee members of National and Provincial Houses of Traditional Leaders

National and Provincial Houses

Chairpersons Deputy Chairpersons

EXCO members TOTAL

Male Female Male Female Male Female

National 1 0 1 0 5 0 7

FS 1 0 0 1 3 1 6

Gauteng 0 0 0 0 0 0 0

EC 1 0 1 0 0 0 2

Limpopo 1 0 1 0 2 1 5

Mpu 1 0 1 0 0 0 2

NC 1 0 0 1 2 1 5

NW 1 0 1 0 0 0 2

KZN 1 0 1 0 12 4 18

TOTAL 8 0 6 2 24 7 47

As noted above, the sector is male dominated at all levels and we acknowledge that it is still a long way to go to achieve gender equity within the sector. The sector is also inherently cultural, with both progressive cultural practices that need to be revived and promoted and those harmful and discriminatory cultural and interfaith practices in conflict with the Bill of Rights which should be condemned or adapted to be in line with Constitutional principles. The Department will ensure that vulnerable groups within traditional communities are protected and empowered to stand against such harmful and discriminatory practices. In this regard, the Department will over the MTSF period develop and implement a National Traditional Communities Empowerment and Awareness Programme on Progressive, Harmful and Discriminatory Cultural and Interfaith Practices.

9.1.3. Functionality of Traditional Councils

The COGTA Ministry embarked on the Back to Basics Approach from 2014/15. Since Traditional councils (TCs) operate in the same space as municipalities it was critical that TCs are also monitored and supported to collaborate with municipalities for improved service delivery. As part of implementation of the B2B approach within the traditional affairs sector, the Department prioritised assessment of the functionality. In this regard, the Department developed 8 functionality criteria and functionality indicators for each criterion against which each TC would be assessed. The assessment process was intended to categorise TCs in three categories terms of their functionality and develop appropriate support systems for those that are dysfunctional and at risk. The three functionality categories were:

30

Part A


- Category A: Functional Traditional Councils;

- Category B: Functional but at risk TCs; and

- Category C: Dysfunctional TCs.

The eight functionality criteria are:

• Governance:

Whether a Traditional Council was constituted and transformed from tribal authority to traditional council in line with the Traditional Leadership Governance Framework Act, incorporating community engagement, 1/3 of women participants, 40% of community members, participation of the traditional council in integrated development planning processes, holding of traditional council meetings, if the TC has measures in place to fight fraud and corruption.

• Financial accountability:

Good financial record keeping of revenue collected within communities and other financial allocations, transparency and accountability in relation to the TC’s finances.

• Community stability:

Whether the TC is without conflict, traditional leadership disputes and claims and no litigations

• Adequate resources:

competent staff, well-equipped offices

• Management of partnerships and relations:

TC having good understanding of government vision and programmes, competent enough to deal with royalties and involvement in the management of social labour plans, ensures compliance with the Mineral and Petroleum Resources Development Act (Act no. 28 of 2002), skilled to manage business relations)

• Culture and Heritage:

Preservation and promotion of culture and heritage that are in line with Bill of Rights; adaptation and modernisation of cultural practices that are harmful to ensure that they conform to the Bill of Rights (No casualties resulting from harmful cultural practices)

• Administration of Justice:

Restoration of the dignity and integrity of the traditional leadership institution, traditional courts run effectively and to ensure that the presiding offers are adequately skilled, the courts are run in line with the Bill of Rights

• Land administration and management:

release of land for development and an integrated approach to land management and its use between TCs and municipalities

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STRATEGIC OVERVIEW


The Department assessed 467 TCs in seven of eight provinces that have recognised traditional leaders, namely, Limpopo, Free State, Mpumalanga, Northern Cape, North West, Gauteng and Eastern Cape. Of the 467 assessed TCs, 206 (44%) were functional, 232 (50%) were functional but at risk and 29 (6%) were dysfunctional.

Currently, there is no governance and funding model for TCs, which has led to inconsistencies across provinces on the funding and allocation of budgets to TCs; and this contributes to most of the TCs being dysfunctional and at risk. To address this challenge and increase the number of functional TCs, one of the projects in the 2017/18 APP is the development and monitoring of provincial support plans for TCs falling under categories A and B. Furthermore, the Department will develop a Traditional Councils Governance and Funding Model during the MTSF period, which will be consulted upon with National Treasury, traditional affairs provincial counterparts and other key players.

9.1.4. Harmonisation of relations between traditional leadership and three spheres of government

Central to service delivery within traditional communities, is the capacity and functionality of traditional leadership and structures to participate meaningfully in government planning and implementation of programmes, including effective participation in the integrated development planning (IDP) processes and service delivery initiatives. This has been and remains a challenge that should be addressed within the principle of cooperative governance. In particular, effective and meaningful participation of traditional leadership structures in local government structures and the IDP processes can contribute to sustainable development within rural, traditional and khoisan communities.

In light of the above, there are limitations in the existing legislation that negatively affect its effectiveness and meaningful participation within municipal councils. In this regard, the limitations of the Local Government Municipal Structures Act of 1998 and the processes provided for in Section 81 of the Act in respect of the participation of traditional leaders in municipal councils are inadequate.

To address this challenge, one of the policy priorities of the Department, included in this Strategic Plan is the development of Regulations on Participation of Traditional Leaders in Municipal Councils (Section 81 of Municipal Structures Act) to regulate and improve relations between the institution of traditional and elected leadership. The Regulations intends to set out the roles of traditional leaders when participating in municipal council proceedings. Furthermore, one of the projects in the 2017/18 is the development of guidelines for participation of traditional councils in the IDP processes.

In addition to the Regulations and Guidelines referred to above, the Department will over the medium term period, implement other interventions aimed at strengthening relations between traditional leadership and local government leadership including a national dialogue with traditional and municipal leaders which will results in a Programme of Action in this regard.

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Part A


Despite the above-mentioned challenges, research and assessment of some of traditional councils conducted by the Department indicated that there are pockets of excellence within the institution of traditional leadership which showed that sound relationships between the institution and local government structures are possible. These are opportunities which the Department will leverage to strengthen relations between the two parties and participation of the institution in IDP processes. In this MTSF period, the Department will share these practices and look at how they can be replicated in other TCs.

9.1.5. Court litigations on traditional leadership claims and disputes

The acceptance of the recommendation of the CTLDC by government on the recognised kingships resulted in dissatisfactions amongst some claimants or interested parties. Dissatisfied parties have approached the high court to seek relief or to overturn the recommendations of the CTLDC and decision of government. This poses a challenge for the Department and could delay the establishment of kings’ councils in areas where the kingship is still in court, as well as the performance of CTLDC. This challenge subsequently renders the affected kings ineffective because they cannot operate as kings and perform their community development functions. This issue also leads to tensions and conflict which affects stability of the affected communities.

The Department will in this MTSF period look develop and implement a Framework for Resolution of Traditional Leadership Disputes and Claims to reduce the number of litigations. Implementation of the Framework will among others include development of genealogies for each kingship, queenship, principal and senior traditional leadership. These genealogies will be consulted upon and adopted by the royal families. It is envisaged that if the genealogies are adopted as valid by the royal family the probability of them being disputes later will be limited, and there will not be disputes and litigations against the person appointed by government at the rightful heir in future. The genealogies will also use the genealogies to avert the effect of litigations. Furthermore, the Department will also look at an option of settling out of court as it has successfully done in one of the cases.

9.1.6. Legal recognition and affirmation of Khoisan leadership, structures and com-munities

The other challenge within the traditional affairs sector is the absence of statutory recognition and affirmation of khoisan communities and leaders. This matter is a threat to service delivery and stability in the khoisan communities, hence, it is one of the policy priorities of the Department in the 2015-2020 Strategic Plan. The Department will work tirelessly to ensure that the Traditional and Khoisan Leadership Bill is finalised and enacted by the end of the MTSF period. Among others, the Bill is intended for legal recognition of khoisan communities, structures and leadership.

Furthermore, since the Bill makes provision for development of Regulations, the Department will develop Regulations for Traditional and Khoisan Leadership Bill in preparation for its

33

STRATEGIC OVERVIEW


implementation once enacted.

In addition, one of the priorities in the Strategic Plan is the development of Guidelines on Khoisan branches to assist the Advisory Committee on Khoisan Matters during the recognition process of Khoisan communities, leaders and branches as provided for in the Traditional and Khoisan Leadership Bill.

9.1.7. Performance of the institution on its role in socio-economic development of traditional communities

Some of the legislated roles of structures of traditional leadership are effective participation and involvement in socio-economic development programmes of municipalities, provincial and national spheres of government; and to support municipalities in the development of community needs. Notwithstanding that some of the structures of traditional leadership are able to perform these roles and there are successful traditional leadership projects for socio-economic and rural development at community level, best partnerships for community development between traditional leadership, private and government institutions, many structures are not. Some of the challenges in this regard are capacity and financial challenges within structures of traditional leadership.

One of the findings of the assessment of state of governance of traditional leadership structures indicated that the main factor that contributes to traditional leadership not being able to play their supportive role to government in socio-economic development is inadequate understanding of the mandate of the institution in the democratic dispensation. In addition, the institution does not have adequate skills, knowledge, resources and competencies to be at the centre of development and form an integral part of the South African governance system - the core of its existence and functions. This challenge requires a long term strategy and approach that will result in well capacitated and sustainable institutions that are self-sustaining through community initiatives and private partnerships with limited dependence on government for support. The Department will review and implement the Traditional Affairs Capacity Building Plan and the National Traditional Leadership Socio-Economic Development Programme to ensure that the institution is empowered to perform their development and moral regeneration functions.

Furthermore, the Department developed the Framework for Provision of Tools of Trade for Traditional Leaders. The Framework provides norms and standards for provision of minimum resources to traditional leadership structures to deliver on their mandate. Most of the systems for government support for the institution of traditional leadership are now established and institutionalised; during the MTSF period, the Department will focus on monitoring the implementation of these framework of the Framework and ensure its full implementation by provinces. In addition, as noted above, the Traditional Councils Governance and Funding Model which will be developed during the current MTSF will also reinforce the existing framework and interventions aimed at capacitating the institution to play its developmental role.

34

Part A


Traditional leaders hold natural resources such as land, minerals in trust for traditional communities, they have the opportunity to enter in partnerships for development of their communities. In this regard, different levels of traditional leadership have established partnerships for rural development with the private and public sector institutions. The challenge is that there is no coordinated mechanism for these partnerships and in some cases they do not benefit communities to the extent that they should because the traditional leadership institutions are not adequately empowered to manage the contractual agreements and relationships resulting from these partnerships. The Department, as a coordinator of traditional affairs across the three spheres of government, developed a Partnership Model that provides a framework, norms and standards for effective management of partnerships within the institution. To address this challenge, in the current MTSF, the Department will review the Traditional Leadership Capacity Building Programme to include a project that will capacitate the institution on establishment and management of partnerships and contractual agreements. Furthermore, we will identify and establish national traditional affairs partnerships that will move the institution into the developmental trajectory.

The DTA 2017/18 Annual Performance Plan is addressing the highlighted challenges.

9.2. Organisational Environment

The Department conducted a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis in August 2016. This indicated that the Department has started to focus on other thrusts of its mandate, which were not given adequate attention from 2011-2015, namely gender equity and women empowerment in the sector as well as empowerment of vulnerable groups within traditional communities on harmful and discriminatory cultural and interfaith practices.

The analysis also indicated that functions on empowerment of vulnerable groups and gender equity within the traditional communities and the institution; khoisan, heritage development; and cultural and interfaith practices are not included in the Department’s approved organisational structure. Furthermore, some of the standard programme 1 functions such as strategic planning and performance reporting are also not included in the structure. In order to address this gap, the Department has reviewed its organisational structure in 2016 to include these functions. The service delivery models for the different functions of the Department’s mandate have been developed, approved at Ministry level; and submitted to the Ministry of Public Service and Administration. It is envisaged that during the MTSF, the organisational structure will be finalised and submitted to DPSA and National Treasury for approval. In the interim, while awaiting approval of the structure, the Department has included targets on empowerment of vulnerable groups and promotion of gender equity within the institution and traditional communities as well as projects on khoisan issues and cultural matters in the 2015-2020 Strategic Plan and 2017/18 APP.

35

STRATEGIC OVERVIEW


In addition, the Department through the Management Performance Assessment Tool (MPAT) did self-assessment of its corporate governance systems. This exercise identified gaps within the Department, which were addressed by developing an MPAT Improvement Plan. The Administration Programme is responsible for the implementation of the Plan. Furthermore, the Department had developed an Integrated Governance and Management Plan (IGMP) which includes findings of the Auditor General, internal audit and MPAT. The IGMP is aimed at addressing all the gaps identified and implementing recommendations by the Auditor General, Internal Audit and MPAT in the past financial year. Progress on implementation of the IGMP will be monitored quarterly as part of the Departmental Quarterly Performance Review. The IGMP is also included in the 2017/18 Annual Performance Plan to ensure that management and governance systems of the Department are improved to effectively support the sector and improve service delivery.

There are three traditional affairs entities that report to the Minister of Cooperative Governance and Traditional Affairs. The three entities are National House of Traditional Leaders (NHTL), Commission on Traditional Leadership Disputes and Claims (CTLDC) and the Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities (CRLRC). The first two entities are part of the Department of Traditional Affairs and they are under the Institutional Support and Coordination Programme, and their human resources come from the Department, whilst the latter is an independent Chapter 9 institution.

The three entities play a major role in the achievement of the Traditional Affairs sector priorities and in achieving the mandate of the Department. There is an operational link between the work of the CRLRC, NHTL, CTLDC and the Department’s work; hence they are all involved in the Departmental planning and performance reporting processes to ensure alignment of their plans with the Departmental plans.

The work of the Department requires strong coordination, due to a plethora of public, semi-public and private institutions that contribute to traditional affairs functions. In this regard, the Department has established several strategic partnerships with both the private sector and public sector institutions. The Department has signed memoranda of understanding with various government departments, entities and private sector institutions. The following are some of the key partnerships that the Department has established and that have already yielded results and contributed to the achievement of the Department’s strategic objectives and mandate for the benefit of communities:

• A memorandum of understanding with Anglo Platinum Limited for skills and economic development of traditional communities where Anglo Platinum has mining operations.

• A memorandum of understanding with the South African Heritage Resource Agency for the identification, restoration and development of traditional, Khoisan and Interfaith sacred and heritage sites into cultural tourism attraction sites.

• A cooperation agreement with the South African Justice College for training of Traditional

36

Part A


Leadership on indigenous/customary law and restorative justice.

• A cooperation agreement with the South African Police Services to provide security to kings and to facilitate participation of traditional leadership in the implementation of Rural Safety Strategy.

• A cooperation agreement with the National Lotteries Board to provide support to rural communities to access the Board funding for rural development projects.

• Memorandum of Understanding with World Vision for the promotion of the rights of children in traditional communities.

Internally, the Department of Traditional Affairs has three programmes, as indicated in the organisational structure below. The three programmes are Administration; Research, Policy and Legislation; and Institutional Support and Coordination. The Administration programme is comprised of Internal Audit, Office of the Director-General and Corporate and Financial Services. It offers internal audit services, corporate, financial and strategic management and governance support to the line function programmes and entities. The administration programme functions are performed by two Chief Directorates and the Internal Audit Directorate reporting to the Director-General, namely Chief Director: Corporate Services and Chief Director: Office of the Director-General and Senior Manager: Internal Audit.

One of the main challenges of the Department is the misalignment between the Strategic Plan and the Organisational Structure, which might affect achievement of the strategic goals and objectives. In this regard, there are three core functions of the Department that are not adequately provided for by the structure. These functions are policy and legislation implementation, strategic planning, monitoring and evaluation; khoisan issues, sector information management and resolution of traditional leadership disputes and claims. The absence of policy and legislation implementation, monitoring and evaluation function affects identification of policy and legislation gaps which has resulted in very little review and development of policies and legislation for the sector. Though there is the Commission on Traditional Leadership Disputes and Claims, it has a specific function of finalizing the 1244 outstanding disputes and claims from the Nhlapo Commission and it is not a permanent entity. The other disputes and claims that occur on daily basis within the institution are not catered for by the organisational structure. The other function that is pertinent but not adequately provided for by the structure is the sector information management function which affects availability of sector data to inform planning, programme and policy development which might lead to the challenges within the sector not being addressed.

To address these challenges, the Department has started the process of reviewing its organisational structure to cater for these functions and align it to the strategic plan. It is envisaged that the review of the organisational structure will be finalised by the end of the 2014-2019 MTSF period.

37

STRATEGIC OVERVIEW


Org

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38

Part A


9.3. Progress towards achievement of 2015-2020 MTSF Strategic Objectives from 2015/16 – 2016/17 Financial Years

The DTA 2015- 2020 Strategic Plan identified the following strategic objectives for the current MTSF:

No Strategic Objectives

1 To improve departmental corporate governance systems by 31 March 2020

2To enhance information management of faith structures, traditional leadership institutions and communities by 31 March 2020

3 To reduce the number of traditional leadership disputes and claims by 31 March 2020

4 To increase the number of functional structures of traditional leadership by 31 March 2020

5To promote transformation agenda and socio-economic development within traditional leadership structures and communities by 31 March 2020

6 To reduce the number of deaths and injuries resulting from cultural initiation practice to zero by 31 March 2020

The section below provides progress made in 2015/16 – 2016/17 in relation to the above strategic objectives as set out in the revised DTA 2015-2020 Strategic Plan.

SO 1: To improve departmental corporate governance systems by 31 March 2020

The Department conducted 2 evaluations in the past two years of the MTSF. One evaluation was on the effectiveness of the partnerships strategy on socio-economic development of traditional communities, and the second evaluation was a process evaluation which assessed if the Department’s planning processes are effective to yield desirable outcomes for the strategic oriented goal on ‘transformed and developed traditional communities.

SO 2: To enhance information management of faith structures, traditional leadership institutions and communities by 31 March 2020

This is a new objective, however, a database for the institution of traditional leadership was established and is functional.

SO 3: To reduce the number of traditional leadership disputes and claims by 31 March 2020

Traditional leadership disputes and claims handled by the Commission on Traditional Leadership Disputes and Claims were reduced from 253 to 220 in the past two years. In addition, a Draft Framework for Resolution of Traditional Leadership Disputes and Claims was developed. The Framework will be finalised and implemented in the 2017/18 FY.

39

STRATEGIC OVERVIEW


Part A

SO 4: To increase the number of functional structures of traditional leadership by 31 March 2020

In the past two years, baseline information on the number of functional traditional councils was collected in 7 of the 8 Provinces, and it was found that 166 of the 700 assessed TCs are functional. Assessment of TCs in the last provinces (KZN) Province with recognised traditional leaders will be conducted during the 2017/18 FY. In addition, 4 Provincial support Plans for TCs that were found to be dysfunctional and at risk were developed and implemented together with provinces. Support plans for the remaining 4 provinces will be finalised during the 2016/17 FY.

SO 5: To promote transformation agenda and socio-economic development within traditional leadership structures and communities by 31 March 2020

This is a new strategic objective emanating from the review of the Strategic Plan, however, the following projects have been implemented towards achievement of the strategic objectives.

Traditional and Khoisan Leadership Bill aimed at strengthening and transforming the sector as well as providing legal recognition of Khoisan leadership and structures was approved by Cabinet and submitted to Parliament. In 2016/17, Parliament conducted public hearings on the Bill. It is envisaged that the Bill will be enacted during the current MTSF period.

In addition, a Partnership Model for the institution of traditional leadership was developed and endorsed. Part of implementation of the model included signing of a partnership agreement with Anglo-American Platinum Limited (AAP). Implementation of the Agreement started in 2015/16 and was managed and monitored. To date, 329 traditional leaders in Limpopo and North West were trained on leadership skills and financial management as part of implementation of the DTA-AAP Traditional Leadership Training Programme.

Furthermore, the Department signed a partnership agreement with World Vision South Africa and implementation of the partnership will start in 2017/18. The focus of the partnership is for promoting food security within traditional communities.

Moreover, the National House Socio-economic Development Programme was implemented in two provinces. The programme raised awareness on HIV and AIDS and promoted food security in traditional communities.

SO 6: To reduce the number of deaths and injuries resulting from cultural initiation practice to zero by 31 March 2020

In the past two years, National Customary Initiation Policy was drafted to regulate the practice and to ensure that only legally registered schools can operate. The Policy was approved by Cabinet and out of the Policy, a Draft Bill was drafted. It is envisaged that the Bill will be approved by Cabinet for tabling in Parliament during the current MTSF period.

40


STRATEGIC OVERVIEW

Furthermore, an initiation Intervention Plan was developed and implemented through initiation awareness campaign and monitoring of initiation schools during initiation seasons. However, due to inadequate regulatory environment for the cultural initiation practice, the interventions could not reduce the number of fatalities resulting from the practice. In addition, awareness campaigns on the initiation cultural practice was conducted on a quarterly basis to empower young boys before they go to initiation. Furthermore, National and Provincial Initiation Task Teams were established to monitor initiation schools during the initiation season and to ensure that those that practice criminal acts in the name of the practice are prosecuted.

10. REVISIONS TO LEGISLATIVE AND OTHER MANDATES

There are no revisions to the legislative mandate of the Department.

11. OVERVIEW OF 2017/18 BUDGET AND MTEF ESTIMATES

11.1. Expenditure Estimates

The overall departmental budget allocation is as follows:

R THOUSAND PROGRAMMES

AUDITED OUTCOME 2015/16 ADJUSTED

APPROPRIATION

MTEF ESTIMATES

2012/13 2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

Administration 12,687 8,424 21,544 29,246 28,811 37,942 41,206 43,066

Research, Policy and Legislation

14,678 11,428 13,873 14,905 17,121 15,116 16,010 17,092

Institutional Support and Coordination

77,686 22,235 80,447 81,777 83,866 87,538 92,330 97,746

Total 105,051 42,087 115,864 125,928 129,798 140,596 149,546 157,904

Economic Classification

Compensation of Employees 41,273 42,087 49,565 58,366 61,032 68,284 73,041 77,157

Goods & Services 29,462 - 30,976 27,495 29,217 30,160 31,938 33,712

Transfers and Subsidies 34,227 - 34,973 36,582 38,521 40,447 42,793 45,189

Payments for Capital Assets 89 - 350 3,485 1,028 1,705 1,774 1,846

Total 105,051 42,087 115,864 125,928 129,798 140,596 149,546 157,904

11.2. Relating Expenditure Trends to Strategic Outcome Oriented goals

The entities of the Department, i.e. CRL Rights Commission, Commission on Traditional Leadership Disputes and Claims as well as National House of Traditional Leadership accounts for approximately 60% of the total budget.

The Department has staff compliment of 84 and 49% of the total budget goes towards compensation of employees. The 4% increase on compensation of employees is mainly for improvement in conditions of services.

41


Approximately 21% of the department’s budget goes towards operational expenses and projects aimed at the achievement of the strategic outcome oriented goals which includes amongst others conducting anthropological research, legal fees and resolution of traditional leadership disputes and claim cases, monitoring of initiation schools to reduce fatalities from the practice, implementation of partnership agreements for economic development of traditional communities, assessing the functionality of traditional councils and implementation of Traditional Leadership Capacity Building Programme and payment of sitting allowance for members of National House of Traditional Leaders.

Among others, the Department will over the medium term focus on reducing the number of fatalities emanating from initiation customary practice, strengthening relations between municipalities and traditional leadership institutions, increasing the number of functional Traditional Councils, finalisation of traditional leadership disputes and claims lodged with and outside the CTLDC, ensure that the signed partnerships between the Department and private sector, and those signed by traditional leadership with the private sector are functional and benefit traditional communities. Furthermore, it will strengthen coordination of integrated planning and performance information management within the traditional affairs sector by developing and implementing the Traditional Affairs Sector Plan in collaboration with Provinces, Entities and Sector Departments. One of the critical programmes of the Department in this MTSF is the Traditional Leadership Transformation and Socio-Economic Development Programme, which focuses on socio-economic development, gender equity and empowerment of women, girls and other vulnerable groups in traditional communities in the sector. The budget and other resources within the Department have therefore been prioritised accordingly to ensure achievement of these projects.

Part A

PART B

PROGRAMME AND SUB-

PROGRAMME PLANS


12. PROGRAMME 1: ADMINISTRATION

Purpose

The purpose of the Administration Programme is to provide strategic leadership, effective administration, executive support, monitoring and evaluation of Traditional Affairs performance, corporate and financial services.

Description

The Sub-Programmes within the Administration Programme are:

• Department Management:

(Office of the Director-General): promotes effective strategic management and governance of the Department, corporate planning, integrated and aligned planning within traditional affairs, risk management, corporate secretariat, strategic communication and parliamentary services support. It improves operational efficiency, and oversees the implementation of Departmental programmes and policies through monitoring and evaluation. It also provides entities oversight and ensures that adequate support is provided to Traditional Affairs entities.

• Corporate and Financial Services:

Provides human resource management and development, information and communication technologies, legal services, records management, supply chain management and financial management support to line function programmes within the Department. The sub-programme also plans and monitors departmental budget and expenditure, and manages the Department’s accounting, asset and supply chain management systems and policies in relation to corporate services.

• Internal Audit:

This is an independent and objective appraisal function which provides assurance to the Director-General and the Department’s Senior Management with regards to adequacy and efficiency of the Department’s internal controls and governance system.

44

Part B


12.1. Medium Term Strategic Objectives

Strategic Objective To improve departmental corporate governance systems by 31 March 2020

Objective Statements

To obtain unqualified audit opinions for both financial and pre-determined objectives performance annually throughout the 2014-2019 MTSF and ensure that there is a functional system for alignment of national and provincial traditional affairs strategic plans and monitoring of performance on core sector indicators

Indicators

• Number of unqualified audit outcomes for both financial and pre-determined objectives performance from 2014/15-2019/20

• Number of evaluations conducted

Outputs

• 5 unqualified audit outcomes for both financial and pre-determined objectives performance from 2014/15-2019/20

• Number of evaluations conducted

Baseline Unqualified audit opinion for pre-determined objectives in 2013/14, 2014/15 and 2015/16 Financial Years

JustificationTo achieve good governance and ensure that traditional affairs policies and programmes have impact

Links with NDP GoalsChapter 13: Building a capable and developmental state

Chapter 14: Fighting Corruption

Links with MTSF/Government Outcomes

Outcome 12: An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship

45

PROGRAMME AND SUB-PROGRAMME PLANS


12.2

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d de

velo

pmen

t-or

ient

ed p

ublic

se

rvic

e an

d an

em

pow

ered

, fa

ir an

d in

clus

ive

citiz

ensh

ip

To im

prov

e de

partm

enta

l co

rpor

ate

gove

rnan

ce

syst

ems

by 3

1 M

arch

202

0

5 un

qual

ified

au

dit o

utco

me

for b

oth

finan

cial

an

d pr

e-de

term

ined

ob

ject

ives

pe

rform

ance

fro

m 2

014/

15-

2019

/20

-un

qual

ified

au

dit o

utco

me

for b

oth

finan

cial

an

d pr

e-de

term

ined

ob

ject

ives

pe

rform

ance

unqu

alifi

ed

audi

t out

com

e fo

r bot

h fin

anci

al

and

pre-

dete

rmin

ed

obje

ctiv

es

perfo

rman

ce

unqu

alifi

ed

audi

t out

com

e fo

r bot

h fin

anci

al

and

pre-

dete

rmin

ed

obje

ctiv

es

perfo

rman

ce

unqu

alifi

ed

audi

t out

com

e fo

r bot

h fin

anci

al

and

pre-

dete

rmin

ed

obje

ctiv

es

perfo

rman

ce

unqu

alifi

ed

audi

t out

com

e fo

r bot

h fin

anci

al

and

pre-

dete

rmin

ed

obje

ctiv

es

perfo

rman

ce

unqu

alifi

ed

audi

t out

com

e fo

r bot

h fin

anci

al

and

pre-

dete

rmin

ed

obje

ctiv

es

perfo

rman

ce

5 ev

alua

tions

co

nduc

ted

--

1 ev

alua

tion

cond

ucte

d1

eval

uatio

n co

nduc

ted

1 ev

alua

tion

cond

ucte

d1

eval

uatio

n co

nduc

ted

1 ev

alua

tion

cond

ucte

d

12.3

. A

dmin

istr

atio

n: P

rogr

amm

e Pe

rfor

man

ce In

dica

tors

and

Ann

ual T

arge

ts

Prog

ram

me

Perf

orm

ance

Indi

cato

rsA

udite

d A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ceM

ediu

m T

erm

Tar

gets

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

1

% o

f act

ions

on

Cor

pora

te

and

Fina

ncia

l m

anag

emen

t in

the

Inte

grat

ed

Gov

erna

nce

and

Man

agem

ent

Pla

n (IG

MP

) fo

r the

yea

r im

plem

ente

d

--

60%

of a

ctio

ns

on C

orpo

rate

an

d Fi

nanc

ial

man

agem

ent i

n th

e IG

MP

for t

he

year

impl

emen

ted

80%

of a

ctio

ns

on C

orpo

rate

an

d Fi

nanc

ial

man

agem

ent i

n th

e IG

MP

for t

he

year

impl

emen

ted

100%

of a

ctio

ns

Cor

pora

te

and

Fina

ncia

l M

anag

emen

t in

the

IGM

P fo

r the

ye

ar im

plem

ente

d

100%

act

ions

C

orpo

rate

an

d Fi

nanc

ial

Man

agem

ent i

n th

e IG

MP

for t

he

year

impl

emen

ted

100%

act

ions

C

orpo

rate

an

d Fi

nanc

ial

Man

agem

ent i

n th

e IG

MP

for t

he

year

impl

emen

ted

Part B

46


Prog

ram

me

Perf

orm

ance

Indi

cato

rsA

udite

d A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ceM

ediu

m T

erm

Tar

gets

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2

% o

f act

ions

on

perfo

rman

ce

info

rmat

ion

man

agem

ent

and

eval

uatio

n in

th

e IG

MP

for t

he

year

impl

emen

ted

--

100%

of a

ctio

ns

on p

erfo

rman

ce

info

rmat

ion

man

agem

ent

and

eval

uatio

n in

th

e IG

MP

for t

he

year

impl

emen

ted

100%

of a

ctio

ns

on p

erfo

rman

ce

info

rmat

ion

man

agem

ent

and

eval

uatio

n in

th

e IG

MP

for t

he

year

impl

emen

ted

100

% o

f act

ions

on

per

form

ance

in

form

atio

n m

anag

emen

t an

d ev

alua

tion

in

the

IGM

P fo

r the

ye

ar im

plem

ente

d

% o

f act

ions

on

perfo

rman

ce

info

rmat

ion

man

agem

ent

and

eval

uatio

n in

th

e IG

MP

for t

he

year

impl

emen

ted

% o

f act

ions

on

perfo

rman

ce

info

rmat

ion

man

agem

ent

and

eval

uatio

n in

th

e IG

MP

for t

he

year

impl

emen

ted

3

% o

f act

ions

on

risk

man

agem

ent

in th

e IG

MP

fo

r the

yea

r im

plem

ente

d

--

--

100%

of

actio

ns o

n ris

k m

anag

emen

t in

the

IGM

P fo

r the

ye

ar im

plem

ente

d

100%

act

ions

on

risk

man

agem

ent

in th

e IG

MP

fo

r the

yea

r im

plem

ente

d

100%

act

ions

on

risk

man

agem

ent

in th

e IG

MP

fo

r the

yea

r im

plem

ente

d

4

% o

f act

ions

on

Inte

rnal

Aud

it in

th

e IG

MP

for t

he

year

impl

emen

ted

--

100%

of a

ctio

ns

on In

tern

al A

udit

in th

e IG

MP

for t

he y

ear

impl

emen

ted

100%

of a

ctio

ns

on In

tern

al A

udit

in th

e IG

MP

for t

he y

ear

impl

emen

ted

100%

of a

ctio

ns

on In

tern

al A

udit

in th

e IG

MP

for t

he y

ear

impl

emen

ted

100%

of a

ctio

ns

on In

tern

al A

udit

in th

e IG

MP

for t

he y

ear

impl

emen

ted

100%

of a

ctio

ns

on In

tern

al A

udit

in th

e IG

MP

for t

he y

ear

impl

emen

ted

5

% o

f act

ions

on

PAJA

and

PA

IA in

th

e IG

MP

for t

he

year

impl

emen

ted

--

50%

of a

ctio

ns o

n PA

JA a

nd P

AIA

in

the

IGM

P fo

r the

ye

ar im

plem

ente

d

60%

of a

ctio

ns o

n PA

JA a

nd P

AIA

in

the

IGM

P fo

r the

ye

ar im

plem

ente

d

100%

of a

ctio

ns

on P

AJA

and

PA

IA in

the

IGM

P fo

r the

yea

r im

plem

ente

d

100%

act

ions

on

PAJA

and

PA

IA in

th

e IG

MP

for t

he

year

impl

emen

ted

100%

act

ions

on

PAJA

and

PA

IA in

th

e IG

MP

for t

he

year

impl

emen

ted


47


12.4

. A

dmin

istr

atio

n: Q

uart

erly

Tar

gets

Prog

ram

me

Perf

orm

ance

Indi

cato

rsR

epor

ting

Perio

dA

nnua

l Tar

get

2017

/18

Qua

rter

ly T

arge

tsM

eans

of

verifi

catio

nQ

uart

er 1

Qua

rter

2Q

uart

er 3

Qua

rter

4

1

% o

f act

ions

on

Cor

pora

te

and

Fina

ncia

l m

anag

emen

t in

the

Inte

grat

ed

Gov

erna

nce

and

Man

agem

ent

Pla

n (IG

MP

) fo

r the

yea

r im

plem

ente

d

Qua

rterly

10

0% o

f act

ions

C

orpo

rate

an

d Fi

nanc

ial

Man

agem

ent i

n th

e IG

MP

for t

he

year

impl

emen

ted

IGM

P de

velo

ped

100%

of a

ctio

ns

Cor

pora

te

and

Fina

ncia

l M

anag

emen

t in

the

IGM

P fo

r the

qua

rter

impl

emen

ted

100%

of a

ctio

ns

Cor

pora

te

and

Fina

ncia

l M

anag

emen

t in

the

IGM

P fo

r the

qua

rter

impl

emen

ted

100%

of a

ctio

ns

Cor

pora

te

and

Fina

ncia

l M

anag

emen

t in

the

IGM

P fo

r the

ye

ar im

plem

ente

d

Rep

ort

2

% o

f act

ions

on

perfo

rman

ce

info

rmat

ion

man

agem

ent

and

eval

uatio

n in

th

e IG

MP

for t

he

year

impl

emen

ted

Qua

rterly

100

% o

f act

ions

on

per

form

ance

in

form

atio

n m

anag

emen

t an

d ev

alua

tion

in

the

IGM

P fo

r the

ye

ar im

plem

ente

d

-10

0% o

f act

ions

on

per

form

ance

in

form

atio

n m

anag

emen

t an

d ev

alua

tion

in th

e IG

MP

for t

he q

uarte

r im

plem

ente

d

100%

of a

ctio

ns

on p

erfo

rman

ce

info

rmat

ion

man

agem

ent

and

eval

uatio

n in

the

IGM

P fo

r the

qua

rter

impl

emen

ted

100%

of a

ctio

ns

on p

erfo

rman

ce

info

rmat

ion

man

agem

ent

and

eval

uatio

n in

th

e IG

MP

for t

he

year

impl

emen

ted

Rep

ort

3

% o

f act

ions

on

risk

man

agem

ent

in th

e IG

MP

fo

r the

yea

r im

plem

ente

d

Qua

rterly

100%

of

actio

ns o

n ris

k m

anag

emen

t in

the

IGM

P fo

r the

ye

ar im

plem

ente

d

-10

0% o

f ac

tions

on

risk

man

agem

ent

in th

e IG

MP

fo

r the

qua

rter

impl

emen

ted

100%

of

actio

ns o

n ris

k m

anag

emen

t in

the

IGM

P

for t

he q

uarte

r im

plem

ente

d

100%

of

actio

ns o

n ris

k m

anag

emen

t in

the

IGM

P fo

r the

ye

ar im

plem

ente

d

Rep

ort

4

% o

f act

ions

on

Inte

rnal

Aud

it in

th

e IG

MP

for t

he

year

impl

emen

ted

Qua

rterly

100%

of a

ctio

ns

on In

tern

al A

udit

in th

e IG

MP

for t

he y

ear

impl

emen

ted

-10

0% o

f act

ions

on

Inte

rnal

Aud

it in

the

IGM

P fo

r the

qua

rter

impl

emen

ted

100%

of a

ctio

ns

on In

tern

al A

udit

in th

e IG

MP

for t

he q

uarte

r im

plem

ente

d

100%

of a

ctio

ns

on In

tern

al A

udit

in th

e IG

MP

for t

he y

ear

impl

emen

ted

Rep

ort

5

% o

f act

ions

on

PAJA

and

PA

IA in

th

e IG

MP

for t

he

year

impl

emen

ted

Qua

rterly

100%

of a

ctio

ns

on P

AJA

and

PA

IA in

the

IGM

P fo

r the

yea

r im

plem

ente

d

-10

0% o

f act

ions

on

PA

JA a

nd

PAIA

in th

e IG

MP

for t

he q

uarte

r im

plem

ente

d

100%

of a

ctio

ns

on P

AJA

and

PA

IA in

the

IGM

P fo

r the

qua

rter

impl

emen

ted

100%

of a

ctio

ns

on P

AJA

and

PA

IA in

the

IGM

P fo

r the

yea

r im

plem

ente

d

Rep

ort

Part B

48


12.5. Administration Technical Indicators Descriptions

Indicator title 1% of actions on Corporate and Financial management in the Integrated Governance

and Management Plan (IGMP) for the year implemented

Short definition100% of actions on Corporate and Financial Management in the Integrated Governance and Management Plan (IGMP) implemented

Purpose/importance To improve governance of the Department through implementing recommendations of AG, MPAT moderation results and Internal Audit findings

Source/collection of data IGMP and implementation reports from Financial Management Unit, Internal Audit and ODG

Method of calculationNumber of CFS actions implemented divided by the total number of CFS actions in the IGMP/denominator multiply by 100

Data limitationsUnreliable reports and lack of cooperation from the respective units to provide reports and evidence that the actions were achieved

Type of indicator Output

Calculation type Non-cumulative

Reporting cycle Quarterly

New indicator Yes

Desired performance All actions in the IGMP for the quarter and year under review implemented

Indicator responsibility CD: CFS

Indicator title 2% of actions on performance information management and evaluation in the IGMP for

the year implemented

Short definition100% of actions on performance information management; monitoring and evaluation; and implementation programmes in the IGMP implemented



Method of calculationNumber of performance information management (PIM) actions implemented divided by the total number of PIM actions in the IGMP/denominator multiply by 100





New indicator Yes

Desired performance All actions in the IGMP for the quarter or year under review implemented

Indicator responsibility CD: ODG


49


Indicator title 3 % of actions on risk management in the IGMP for the year implemented

Short definition 100% of actions on risk management in the IGMP implemented



Method of calculationNumber of risk management actions implemented divided by the total number of risk management actions in the IGMP/denominator multiply by 100





New indicator Yes


Indicator responsibility CD: ODG

Indicator title 4 % of actions on Internal Audit in the IGMP for the year implemented

Short definition 100% of actions on Internal Audit in the IGMP implemented



Method of calculationNumber of internal audit actions implemented divided by the total number of internal audit actions in the IGMP/denominator multiply by 100





New indicator Yes


Indicator responsibility D: IA

Part B

50


Indicator title 5 % of actions on PAJA and PAIA in the IGMP for the year implemented

Short definition100% of actions in the period under review (quarter/year) on PAJA and PAIA in the IGMP implemented



Method of calculationNumber of PAIA and PAJA actions implemented divided by the total number of PAIA and PAJA actions in the IGMP/denominator multiply by 100

Data limitations None




New indicator Yes


Indicator responsibility DC: ODG

12.6. Reconciling Performance Targets with the Budget and MTEF

The administration programme budget allocation is as follows:

R THOUSAND SUB -PROGRAMMES


APPROPRIATION

MTEF ESTIMATES

2012/13 2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

Ministry - - 4,000 6,253 5,700 6,128 6,411 6,752

Management 12,687 8,424 9,732 7,794 9,254 12,567 13,616 14,259

Corporate Services - - 6,531 13,068 11,529 14,365 15,995 16,512

Internal Audit - - 1,281 2,131 2,328 4,882 5,184 5,543

Total 12,687 8,424 21,544 29,246 28,811 37,942 41,206 43,066



Goods & Services 7,117 - 7,471 9,381 8,224 8,889 9,674 9,881

Transfers and Subsidies - - - - - - - -

Payments for Capital Assets 50 - 150 1,485 1,028 1,705 1,774 1,846

Total 12,687 8,424 21,544 29,246 28,811 37,942 41,206 43,066

The bulk of expenditure for this programme is on compensation of employees which accounts for 72% of the appropriated budget. The increase is mainly due to improvement in conditions of service, and for establishing the Department’s corporate and financial services as well as increasing human resources for Internal Audit and Monitoring and Evaluation. The Department never had these support functions since its establishment and had 1 staff for the Internal


51


Audit Unit and no staff for strategic planning and statutory performance reporting, human resource management and Risk Management functions. Prioritization of the budget for compensation of employees in these functions ensures that the Department complies with legislative prescriptions on performance information management, financial, ICT, Risk and human resource management.

The focus of the programme over the MTSF is to improve internal control systems for the Department by developing and implementing an Integrated Governance and Management Plan (IGMP), i.e. a combination of Post Audit Action Plan and MPAT Improvement Plan, to address those areas pointed out by AG and MPAT as requiring attention, with the aim of obtaining unqualified audit opinion and improving MPAT scores throughout the MTSF on both performance information and financial statements. It will also focus on providing effective support of line function programmes to ensure that the Department achieves its strategic objectives. Moreover, this programme will focus on strengthening coordination of integrated and long term planning and performance information management within the sector. In order for the department to achieve its goals and strategic objectives, the focus of this programme over the MTSF will also be on conducting evaluations to improve programme performance and effectiveness of the Departmental policies and programmes. The Programme over the medium term period will also focus on establishment of systems for implementation of PAIA and PAJA.

12.7. Strategic Risks

Strategic Objectives Risk Cause Risk Action Plan Timeframes

To improve departmental corporate governance systems by 31 March 2020

Obtaining qualified audit opinions and low scores on the MPAT

Inadequate implementation of the integrated Management Plan

Weak internal control systems

100% of actions Corporate and Financial Management in the IGMP for the year implemented

Quarterly

100 % of actions on performance information management and evaluation in the IGMP for the year implemented

Quarterly

100% of actions on risk management in the IGMP for the year implemented

Quarterly

100% of actions on Internal Audit in the IGMP for the year implemented

Quarterly

100% of actions on PAJA and PAIA in the IGMP for the year implemented

Quarterly

Part B

52


13. PROGRAMME 2: RESEARCH, POLICY AND LEGISLATION

Purpose

To provide research, establish and manage traditional affairs information systems. Further-more, the Programme’s purpose is to develop, manage implementation of, monitor and review policies, strategies and guidelines on traditional leadership.

Description

The Sub-Programmes within the Research, Policy and Legislation Programme are:

• Policy and Legislation: To develop, manage implementation of, monitor and review policies, strategies and guidelines on traditional leadership. The sub-programme also ensures alignment of provincial with national traditional leadership legislation and pol-icies.

• Research and Information management: To provide research, establish and manage information on faith institutions; and traditional leadership institutions and communities.


53


13.1. Strategic Objectives

Strategic ObjectiveTo enhance information management of faith structures, traditional leadership

institutions and communities by 31 March 2020

Objective Statements To establish information hub; provide and manage information on faith structures, traditional leadership institutions and communities through research and other information collection and management methods

Indicators% implementation of the Faith and Traditional Leadership Institutions Research Agenda by 31 Mar 2020

Outputs100% implementation of the Faith and Traditional Leadership Institutions Research Agenda by 31 Mar 2020

Baseline No baseline

JustificationTo inform planning and policy and legislation development as well as regulations of the traditional affairs sector

Links with NDP Chapters Chapter 15: Nation Building and Social Cohesion


Government Outcome 14: Nation Building and Social Cohesion

Strategic Objective To reduce the number of traditional leadership disputes and claims by 31 March 2020

Objective Statements The objective entails implementation of interventions to reduce traditional leadership disputes and claims within kingships/queenships by 31 Mar 2020

Indicators% implementation of the planned kingships/queenships interventions in the Framework for Resolution of Traditional Leadership Disputes and Claims by 31 Mar 2020

Outputs100 % implementation of the planned kingships/queenships interventions in the Framework for Resolution of Traditional Leadership Disputes and Claims by 31 Mar 2020

Baseline Draft Framework for traditional leadership disputes and claims

JustificationIf the royal families will have systems to manage and resolve traditional leadership disputes and claims there will be stability within communities and rightful heirs will focus on their developmental work




Part B

54


13.2

. R

esea

rch,

Pol

icy

and

Legi

slat

ion:

Str

ateg

ic O

bjec

tives

Ann

ual T

arge

ts

MTS

F O

utco

me

Stra

tegi

c O

bjec

tives

5-Ye

ar

Stra

tegi

c Pl

an T

arge

ts

Aud

ited

Act

ual P

erfo

rman

ceEs

timat

ed

Perf

orm

ance

Med

ium

Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

Out

com

e 14

Nat

ion

Bui

ldin

g an

d S

ocia

l C

ohes

ion

To e

nhan

ce

info

rmat

ion

man

agem

ent

of fa

ith

stru

ctur

es,

tradi

tiona

l le

ader

ship

in

stitu

tions

an

d co

mm

uniti

es

by 3

1 M

arch

20

20

100%

of t

he

Faith

s an

d Tr

aditi

onal

Le

ader

ship

In

stitu

tions

R

esea

rch

Age

nda

impl

emen

ted

--

--

50 %

of t

he

Faith

s an

d Tr

aditi

onal

Le

ader

ship

In

stitu

tions

R

esea

rch

Age

nda

impl

emen

ted

30 %

of t

he

Faith

s an

d Tr

aditi

onal

Le

ader

ship

In

stitu

tions

R

esea

rch

Age

nda

impl

emen

ted

20 %

of t

he

Faith

s an

d Tr

aditi

onal

Le

ader

ship

In

stitu

tions

R

esea

rch

Age

nda

impl

emen

ted

To re

duce

th

e nu

mbe

r of

trad

ition

al

lead

ersh

ip

disp

utes

and

cl

aim

s by

31

Mar

ch 2

020

100%

of

proj

ects

in th

e Fr

amew

ork

for R

esol

utio

n of

Tra

ditio

nal

Lead

ersh

ip

Dis

pute

s an

d C

laim

s im

plem

ente

d by

31

Mar

20

20

--

Dra

ft Fr

amew

ork

for R

esol

utio

n of

Tra

ditio

nal

Lead

ersh

ip

Dis

pute

s an

d C

laim

s

Fram

ewor

k fo

r Res

olut

ion

of T

radi

tiona

l Le

ader

ship

D

ispu

tes

and

Cla

ims

deve

lope

d

Fram

ewor

k fo

r Res

olut

ion

of T

radi

tiona

l Le

ader

ship

D

ispu

tes

and

Cla

ims

appr

oved

Impl

emen

tatio

n pl

an fo

r the

Fr

amew

ork

for R

esol

utio

n of

Tra

ditio

nal

Lead

ersh

ip

Dis

pute

s an

d C

laim

s ap

prov

ed

50%

of

proj

ects

in th

e Fr

amew

ork

for R

esol

utio

n of

Tra

ditio

nal

Lead

ersh

ip

Dis

pute

s an

d C

laim

s im

plem

ente

d

50%

of

proj

ects

in th

e Fr

amew

ork

for R

esol

utio

n of

Tra

ditio

nal

Lead

ersh

ip

Dis

pute

s an

d C

laim

s im

plem

ente

d


55


13.3

. R

esea

rch,

Pol

icy

and

Legi

slat

ion:

Pro

gram

me

Perf

orm

ance

Indi

cato

rs a

nd A

nnua

l Tar

gets

Prog

ram

me

Perf

orm

ance

Indi

cato

rsA

udite

d A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ceM

ediu

m te

rm ta

rget

s

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

6

Num

ber o

f co

untri

es

rese

arch

ed o

n th

eir r

egul

atio

n of

th

e fa

ith s

ecto

r

--

--

2 A

frica

n co

untri

es

rese

arch

ed o

n th

eir r

egul

atio

n of

th

e fa

ith s

ecto

r

2 E

urop

ean

coun

tries

re

sear

ched

on

thei

r reg

ulat

ion

of

the

faith

sec

tor

2 A

sian

cou

ntrie

s re

sear

ched

on

thei

r reg

ulat

ion

of

the

faith

sec

tor

7

Num

ber o

f pr

ovin

ces

for

whi

ch p

roto

col

guid

elin

es fo

r se

nior

trad

ition

al

lead

ers

have

be

en d

evel

oped

Trad

ition

al

lead

ersh

ip

prot

ocol

s fo

r 2

king

ship

s de

velo

ped

Trad

ition

al

lead

ersh

ip

prot

ocol

s fo

r 3

king

ship

s/

quee

nshi

ps

deve

lope

d

Trad

ition

al

lead

ersh

ip

prot

ocol

gu

idel

ines

for

2 ki

ngsh

ips/

quee

nshi

ps

endo

rsed

by

the

Kin

gshi

ps/

quee

nshi

ps

deve

lope

d

Trad

ition

al

lead

ersh

ip

prot

ocol

gu

idel

ines

for

9 ki

ngsh

ips/

quee

nshi

ps

endo

rsed

by

the

Kin

gshi

ps/

quee

nshi

ps

deve

lope

d

Pro

toco

l gu

idel

ines

for

seni

or tr

aditi

onal

le

ader

s in

1

prov

ince

de

velo

ped

1 pr

ovin

ce

with

pro

toco

l gu

idel

ines

fo

r sen

ior

tradi

tiona

l lea

ders

de

velo

ped

Trad

ition

al

lead

ersh

ip

prot

ocol

s in

clud

ed in

the

stat

e pr

otoc

ol

man

ual

8

Num

ber o

f pr

ovin

ces

capa

cita

ted

on

the

Fram

ewor

k fo

r Res

olut

ion

of T

radi

tiona

l Le

ader

ship

D

ispu

tes

and

Cla

ims

--

Dra

ft Fr

amew

ork

for R

esol

utio

n of

Tra

ditio

nal

Lead

ersh

ip

Dis

pute

s an

d C

laim

s de

velo

ped

-8

pro

vinc

es

capa

cita

ted

on

the

fram

ewor

k fo

r res

olut

ion

of tr

aditi

onal

le

ader

ship

di

sput

es a

nd

clai

ms

8 p

rovi

nces

m

onito

red

on

impl

emen

tatio

n of

the

fram

ewor

k fo

r res

olut

ion

of tr

aditi

onal

le

ader

ship

di

sput

es a

nd

clai

ms

Rev

iew

the

Fram

ewor

k fo

r res

olut

ion

of tr

aditi

onal

le

ader

ship

di

sput

es a

nd

clai

ms

and

m

onito

r its

im

plem

enta

tion

in

8 p

rovi

nces

Part B

56


Prog

ram

me

Perf

orm

ance

Indi

cato

rsA

udite

d A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ceM

ediu

m te

rm ta

rget

s

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

9

Num

ber o

f cu

stom

ary

law

s of

suc

cess

ion

for k

ings

hips

/qu

eens

hips

en

dors

ed b

y ro

yal

fam

ilies

-5

cust

omar

y la

ws

of s

ucce

ssio

n

for k

ings

hips

/qu

eens

hips

/ pr

inci

pal

tradi

tiona

l le

ader

ship

en

dors

ed b

y th

e ro

yal f

amili

es

2 cu

stom

ary

law

s of

suc

cess

ion

for k

ings

hips

/qu

eens

hips

/ pr

inci

pal

tradi

tiona

l le

ader

ship

en

dors

ed b

y th

e ro

yal f

amili

es

1 cu

stom

ary

law

of

suc

cess

ion

for k

ings

hips

/qu

eens

hips

/ pr

inci

pal

tradi

tiona

l le

ader

ship

en

dors

ed b

y th

e ro

yal f

amily

1 cu

stom

ary

law

of

suc

cess

ion

for K

ings

hip/

quee

nshi

p/pr

inci

pal

tradi

tiona

l le

ader

ship

do

cum

ente

d an

d en

dors

ed b

y th

e ro

yal f

amily

1 cu

stom

ary

law

of

suc

cess

ion

for

king

ship

/ qu

eens

hip/

pr

inci

pal

tradi

tiona

l le

ader

ship

de

velo

ped

and

endo

rsed

by

the

Roy

al F

amily

1 cu

stom

ary

law

of

suc

cess

ion

for k

ings

hip/

qu

eens

hip/

pr

inci

pal

tradi

tiona

l le

ader

ship

de

velo

ped

and

endo

rsed

by

the

Roy

al F

amily

10

Num

ber o

f ge

neal

ogie

s fo

r kin

gshi

ps/

quee

nshi

ps

endo

rsed

by

roya

l fa

mili

es

-5

gene

alog

ies

for k

ings

hips

/qu

eens

hips

/ pr

inci

pal

tradi

tiona

l le

ader

ship

en

dors

ed b

y th

e ro

yal f

amili

es

2 ge

neal

ogie

s fo

r kin

gshi

ps/

quee

nshi

ps/

prin

cipa

l tra

ditio

nal

lead

ersh

ip

endo

rsed

by

the

roya

l fam

ilies

1 ge

neal

ogy

for k

ings

hips

/qu

eens

hips

/ pr

inci

pal

tradi

tiona

l le

ader

ship

en

dors

ed b

y th

e ro

yal f

amily

1 ge

neal

ogy

for K

ings

hip/

quee

nshi

p/pr

inci

pal

tradi

tiona

l le

ader

ship

en

dors

ed b

y th

e ro

yal f

amily

1 ge

neal

ogy

for

king

ship

/ qu

eens

hip/

pr

inci

pal

tradi

tiona

l le

ader

ship

en

dors

ed b

y th

e R

oyal

Fam

ily

1 ge

neal

ogy

for k

ings

hip/

qu

eens

hip/

pr

inci

pal

tradi

tiona

l le

ader

ship

en

dors

ed b

y th

e R

oyal

Fam

ily

11

Num

ber o

f pu

blic

atio

ns/

book

s on

cu

stom

ary

law

s of

suc

cess

ion

and

gene

alog

ies

for

Kin

gshi

ps/

Que

ensh

ips/

P

rinci

pal

tradi

tiona

l le

ader

ship

de

velo

ped

--

2 bo

oks

on

cust

omar

y la

ws

of s

ucce

ssio

n an

d ge

neal

ogie

s fo

r K

ings

hips

/Q

ueen

ship

s/

Prin

cipa

l tra

ditio

nal

2 bo

oks

on

cust

omar

y la

ws

of s

ucce

ssio

n an

d ge

neal

ogie

s fo

r K

ings

hips

/Q

ueen

ship

s/

Prin

cipa

l tra

ditio

nal

2 pu

blic

atio

ns o

n cu

stom

ary

law

s of

suc

cess

ion

and

gene

alog

ies

for

Kin

gshi

ps/

Que

ensh

ips/

P

rinci

pal

tradi

tiona

l le

ader

ship

de

velo

ped

1 pu

blic

atio

n on

cu

stom

ary

law

of

suc

cess

ion

and

gene

alog

y fo

r 1 K

ings

hip/

Que

ensh

ip/

Prin

cipa

l tra

ditio

nal

lead

ersh

ip

1 pu

blic

atio

n on

cu

stom

ary

law

of

suc

cess

ion

and

gene

alog

y fo

r 1 K

ings

hip/

Que

ensh

ip/

Prin

cipa

l tra

ditio

nal

lead

ersh

ip


57


13.4

. R

esea

rch,

Pol

icy

and

Legi

slat

ion:

Qua

rter

ly T

arge

ts

Prog

ram

me

Perf

orm

ance

Indi

cato

rs

Rep

ortin

g pe

riod

Ann

ual T

arge

ts

2017

/18

Qua

rter

ly P

erfo

rman

ce T

arge

tsM

eans

of

verifi

catio

n Q

1Q

2Q

3Q

4

6

Num

ber o

f co

untri

es

rese

arch

ed o

n th

eir r

egul

atio

n of

th

e fa

ith s

ecto

r

Qua

rterly

2 A

frica

n co

untri

es

rese

arch

ed o

n th

eir r

egul

atio

n of

th

e fa

ith s

ecto

r

Res

earc

h co

ncep

t pap

er

deve

lope

d

Dra

ft re

port

on 1

co

untry

Dra

ft re

port

on 1

co

untry

2 A

frica

n co

untri

es

rese

arch

ed o

n th

eir r

egul

atio

n of

th

e fa

ith s

ecto

r

7

Num

ber o

f pr

ovin

ces

for

whi

ch p

roto

col

guid

elin

es fo

r se

nior

trad

ition

al

lead

ers

have

be

en d

evel

oped

Bi-a

nnua

lP

roto

col

guid

elin

es fo

r se

nior

trad

ition

al

lead

ers

in

1 pr

ovin

ce

deve

lope

d

-

-

Dra

ft R

epor

t on

Pro

toco

l G

uide

lines

for

Sen

ior T

radi

tiona

l Le

ader

s in

1

Pro

vinc

e de

velo

ped

Rep

ort o

n P

roto

col

Gui

delin

es fo

r S

enio

r Tra

ditio

nal

Lead

ers

in

1 P

rovi

nce

deve

lope

d

Res

earc

h R

epor

t

8

Num

ber o

f pr

ovin

ces

capa

cita

ted

on

the

Fram

ewor

k fo

r Res

olut

ion

of T

radi

tiona

l Le

ader

ship

D

ispu

tes

and

Cla

ims

Qua

rterly

8 p

rovi

nces

ca

paci

tate

d on

th

e fra

mew

ork

for r

esol

utio

n of

trad

ition

al

lead

ersh

ip

disp

utes

and

cl

aim

s

Fram

ewor

k fo

r res

olut

ion

of tr

aditi

onal

le

ader

ship

di

sput

es a

nd

clai

ms

appr

oved

2 p

rovi

nces

ca

paci

tate

d on

th

e fra

mew

ork

for r

esol

utio

n of

trad

ition

al

lead

ersh

ip

disp

utes

and

cl

aim

s

3 p

rovi

nces

ca

paci

tate

d on

th

e fra

mew

ork

for r

esol

utio

n of

trad

ition

al

lead

ersh

ip

disp

utes

and

cl

aim

s

3 p

rovi

nces

ca

paci

tate

d on

th

e fra

mew

ork

for r

esol

utio

n of

trad

ition

al

lead

ersh

ip

disp

utes

and

cl

aim

s

Atte

ndan

ce

regi

ster

s fo

r the

ca

paci

ty b

uild

ing

sess

ion

9

Num

ber o

f cu

stom

ary

law

s of

suc

cess

ion

for k

ings

hips

/qu

eens

hips

en

dors

ed b

y ro

yal

fam

ilies

Bi-a

nnua

l1

cust

omar

y la

w

of s

ucce

ssio

n fo

r Kin

gshi

p/qu

eens

hip/

prin

cipa

l tra

ditio

nal

lead

ersh

ip

docu

men

ted

and

endo

rsed

by

the

roya

l fam

ily

-

-D

raft

repo

rt on

cu

stom

ary

law

of

suc

cess

ion

and

gene

alog

y fo

r 1 K

ings

hip/

quee

nshi

p de

velo

ped

Cus

tom

ary

law

of

suc

cess

ion

and

gene

alog

y fo

r 1 K

ings

hip/

quee

nshi

p en

dors

ed b

y th

e ro

yal f

amily

Cus

tom

ary

law

of

suc

cess

ion

sign

ed-o

ff by

the

roya

l fam

ily

Part B

58


Prog

ram

me

Perf

orm

ance

Indi

cato

rs

Rep

ortin

g pe

riod

Ann

ual T

arge

ts

2017

/18

Qua

rter

ly P

erfo

rman

ce T

arge

tsM

eans

of

verifi

catio

n Q

1Q

2Q

3Q

4

10

Num

ber o

f ge

neal

ogie

s fo

r kin

gshi

ps/

quee

nshi

ps

endo

rsed

by

roya

l fa

mili

es

Bia

nnua

l1

gene

alog

y fo

r Kin

gshi

p/qu

eens

hip/

prin

cipa

l tra

ditio

nal

lead

ersh

ip

endo

rsed

by

the

roya

l fam

ily

--

Dra

ft re

port

on g

enea

logy

fo

r Kin

gshi

p/qu

eens

hip/

prin

cipa

l tra

ditio

nal

lead

ersh

ip

deve

lope

d

Gen

ealo

gy

for K

ings

hip/

quee

nshi

p/pr

inci

pal

tradi

tiona

l le

ader

ship

en

dors

ed b

y th

e ro

yal f

amily

Gen

ealo

gy

sign

ed-o

ff by

the

roya

l fam

ily

11

Num

ber o

f pu

blic

atio

ns/

book

s on

cu

stom

ary

law

s of

suc

cess

ion

and

gene

alog

ies

for

Kin

gshi

ps/

Que

ensh

ips/

P

rinci

pal

tradi

tiona

l le

ader

ship

de

velo

ped

Bia

nnua

l 2

publ

icat

ions

on

cust

omar

y la

ws

of s

ucce

ssio

n an

d ge

neal

ogie

s fo

r K

ings

hips

/Q

ueen

ship

s/

Prin

cipa

l tra

ditio

nal

lead

ersh

ip

deve

lope

d

--

2 dr

aft

publ

icat

ions

on

cust

omar

y la

ws

of s

ucce

ssio

n an

d ge

neal

ogie

s fo

r K

ings

hips

/Q

ueen

ship

s/

Prin

cipa

l tra

ditio

nal

lead

ersh

ip

deve

lope

d

2 pu

blic

atio

ns o

n cu

stom

ary

law

s of

suc

cess

ion

and

gene

alog

ies

for

Kin

gshi

ps/

Que

ensh

ips/

P

rinci

pal

tradi

tiona

l le

ader

ship

de

velo

ped

2 pu

blic

atio

ns

sign

ed-o

ff by

the

Roy

al F

amili

es


59


13.5. Technical Indicator Descriptions

Indicator title 6 Number of countries researched on their regulation of the faith sector

Short definitionTo conduct research on the South African faith structures and other countries regulations, policies and legislation on the faith sector for benchmarking with the South African faith sector

Purpose/importance To inform planning, policy and legislation development for the faith sector and ensure that sector’s practices do not dehumanize citizens and conform to the Bill of Rights

Source/collection of dataSouth African faith structures, African, European and Asian Countries regulations, policies and legislation on the faith sector

Means of verification Research reports indicating regulation of faith structures in two African countries

Method of calculation Simple count

Data limitations Availability and reliability of the data from the faith structures and other countries


Calculation type Cumulative


New indicator Yes

Desired performanceResearch reports on regulation of faith sector in different countries informing planning and regulation of the sector in South Africa

Indicator responsibility CD:RIM

Indicator title 7Number of provinces for which protocol guidelines for senior traditional leaders have

been developed

Short definitionTo document protocol guidelines of all senior traditional leaders in 1 province through research and interviews with the senior traditional leaders

Purpose/importance To ensure that traditional leadership protocols are known, observed and eventually integrated in the state protocol manual

Source/collection of data Senior Traditional leaders in the particular province

Means of verificationProtocol guidelines for senior traditional leaders signed off by the senior traditional leaders in the province






New indicator Yes

Desired performance Protocol guidelines endorsed by the senior traditional leaders in that provinces


Part B

60


Indicator title 8Number of provinces capacitated on the Framework for Resolution of Traditional

Leadership Disputes and Claims

Short definition8 provinces capacitated on the framework for resolution of traditional leadership disputes and claims through training and information sharing sessions or workshops

Purpose/importance To reduce the number of traditional leadership disputes and claims within traditional communities

Source/collection of data Provincial officials responsible for traditional affairs


Means of verificationSchedule of the workshops/information sharing sessions, agenda for the sessions/workshops, minutes/report of the session, completed participants’ evaluation forms of the workshops/session, attendance registers and reports

Data limitations Availability of provincial officials and royal families to attend the capacity building sessions




New indicator Yes

Desired performanceStructures of traditional leadership having effective systems for resolution of traditional leadership disputes and claims and subsequently reduction of disputes and claims


Indicator title 9Number of customary laws of succession for kingships/queenships endorsed by royal

families

Short definition 1 customary law of succession for Kingship/queenship signed-off by the Royal family

Purpose/importance To bring stability and unity within traditional communities

Source/collection of data• Kingship/Queenships Royal Families

• Relevant legislation and relevant books on customary law

Means of verification Customary laws of succession for kingships/queenships endorsed/signed-off by royal families


Data limitations Accuracy of the reports and baseline information

Type of indicator Outcome



New indicator Yes

Desired performance Stability in traditional communities



61


Indicator title 10 Number of genealogies for kingships/queenships endorsed by royal families

Short definition1 genealogy developed for an identified kingship/queenship and signed-off by the Royal family


Source/collection of data• Kingship/Queenships Royal Families


Means of verification Genealogy for 1 kingship/queenship endorsed/signed-off by royal family






New indicator Yes

Desired performance Stability in traditional communities


Indicator title 11Number of publications/books on customary laws of succession and genealogies for

Kingships/Queenships/ Principal traditional leadership developed

Short definitionEntails documenting 2 customary laws of succession and genealogies for Kingships/Queenships/ Principal traditional leadership and developing a book/publication thereof


Source/collection of data• Research Reports on Customary Law of Succession and Genealogies.


Means of verification2 publications/books customary laws of succession and genealogies for Kingships/Queenships/ Principal traditional leadership signed off by the 2 royal families






New indicator Yes

Desired performance Reduction in traditional leadership disputes and claims


Part B

62


13.6. Reconciling Performance Targets with the Budget and MTEF



APPROPRIATION

MTEF ESTIMATES

2012/13 2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

Management 14,036 14,678 11,428 3,347 3,538 3,994 4,395 4,650

Policy and Legislation - - - 3,287 3,556 4,147 5,448 5,765

Research and Info Management

- - - 7,239 7,811 8,980 9,154 10,479

Total 14,036 14,678 11,428 13,873 14,905 17,121 18,997 20,894



Goods & Services 5,529 3,218 - 2,011 1,615 2,869 3,242 3,429

Transfers and Subsidies - - - - - - - -

Payments for Capital Assets 80 8 - - - - - -

Total 14,036 14,678 11,428 13,873 14,905 17,121 18,997 20,894

In 2017/18, the Programme: Research Policy and Legislation will focus on conducting establishing systems for reduction of disputes and claims. In this regard, the programme will focus on implementation of the Traditional Leadership Disputes and Claims Framework for Resolution and capacitating structures of traditional leadership to establish their own systems of resolving disputes and claims. Furthermore, the programme will focus on implementation of the Faith and Traditional Leadership Institutions Research Agenda. In addition, the Programme will support parliamentary processes on the Traditional and Khoisan Leadership Bill. Towards regulation of the initiation cultural practice, the Programme will also focus on finalizing Cabinet and other processes of the National Customary Initiation Bill towards tabling it in Parliament.

13.7. Risk Management

Strategic objectives Strategic risks Causes Risk Mitigation Actions Timeframes

To enhance information management of faith structures, traditional leadership institutions and communities by 31 March 2020

Limited use of traditional affairs information for planning, policy making and to resolve challenges within the sector

Inadequate research conducted and information collected on traditional affairs issues

Develop Faiths and Traditional Leadership Institutions Research Agenda

2nd Quarter 2017/18

Implement 50% of the Faith and Traditional Leadership Institutions Research Agenda

4th Quarter 2017/18


63


Strategic objectives Strategic risks Causes Risk Mitigation Actions Timeframes

To reduce the number of traditional leadership disputes and claims by 31 March 2020

Genealogies and customary laws of succession may not be endorsed

Unavailability and/or incorrect data.

Unavailability of relevant stakeholders for consultation and endorsement

Continue to engage Kingships and Queenships

Issue timely invitations to Kings/Queenships for purpose of engagement.

Verification of captured information accuracy

Quarterly

31 December 2017

December 2017

Part B

64


14. PROGRAMME 3: INSTITUTIONAL SUPPORT AND COORDINATION

Purpose

To promote institutional development and capacity building within traditional affairs and facilitate partnerships and collaborative relations of the institution of traditional leadership with all spheres of government, civil society and private sector.

Description

The Sub-Programmes within the Institutional Support and Coordination Programme are:

• Secretariat of the NHTL: To provide secretariat, administrative and research support to the National House of Traditional Leaders. In collaboration with the House and the department the Secretariat provides planning, performance reporting services to the House and assist the House to implement the House Strategic Plans and Annual Performance Plans. It also supports the House to comply with financial, planning, performance reporting and corporate governance prescripts.

• Institutional Development and Capacity Building: To ensure that traditional communities are empowered by reviewing and developing that national support programmes for traditional communities and their governance structures.

• Partnerships: To promote and integrate the role and place of traditional affairs and the institution of traditional leadership, including Khoisan Leadership and structures in the South African governing system by establishing synergistic relations with other governance structures across the three spheres of government.


Strategic Objective To increase the number of functional structures of traditional leadership by 31 March

2020

Objective StatementThe objective entails increasing the number of functional TCs from 166 to 500 by 31 Mar 2020

Indicators Increase in the number of functional TCs by 31 Mar 2020

Outputs 500 Traditional Councils functional by 31 Mar 2020

Baseline 166 TCs functional

JustificationFunctional structures of traditional leadership will improve governance of the TCs and subsequently contribute to rural development and service delivery in traditional communities

Links with NDP Chapters and Goals

Chapter 6: Inclusive Rural Economy


Outcome 9: responsive, accountable, effective and efficient local government system

Outcome 7: Vibrant, equitable and sustainable rural communities and food security for all


65


14.2

. In

stitu

tiona

l Sup

port

and

Coo

rdin

atio

n: S

trat

egic

Obj

ectiv

es A

nnua

l Tar

gets

MTS

F O

utco

me

Stra

tegi

c O

bjec

tives

5-Ye

ar

Stra

tegi

c Pl

an T

arge

ts

Aud

ited

Act

ual P

erfo

rman

ceEs

timat

ed

Perf

orm

ance

Med

ium

Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

Out

com

e 9:

Res

pons

ive,

ac

coun

tabl

e,

effe

ctiv

e an

d ef

ficie

nt

deve

lopm

enta

l lo

cal

gove

rnm

ent

syst

em

To in

crea

se

the

num

ber

of fu

nctio

nal

stru

ctur

es

of tr

aditi

onal

le

ader

ship

by

31

Mar

ch

2020

Num

ber o

f fu

nctio

nal T

Cs

incr

ease

d fro

m 1

66 to

50

0 by

31

Mar

20

20

--

166

TCs

func

tiona

l25

0 TC

s fu

nctio

nal

350

TCs

func

tiona

l45

0 TC

s fu

nctio

nal

500

TCs

fu

nctio

nal

14.3

. In

stitu

tiona

l Sup

port

and

Coo

rdin

atio

n: P

rogr

amm

e Pe

rfor

man

ce In

dica

tors

and

Ann

ual T

arge

ts

Prog

ram

me

Perf

orm

ance

Indi

cato

rsA

udite

d A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ceM

ediu

m T

erm

Tar

gets

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

12

Num

ber o

f co

llabo

ratio

n do

cum

ents

de

velo

ped

i.r.t.

tra

ditio

nal a

ffairs

Par

tner

ship

Fr

amew

ork

and

Gui

delin

es

Par

tner

ship

Fr

amew

ork

and

Gui

delin

es

1 pa

rtner

ship

fu

nctio

nal

and

bene

fits

tradi

tiona

l co

mm

uniti

es

area

s of

co

llabo

ratio

n be

twee

n D

TA

and

DM

R a

gree

d up

on th

e tw

o D

epar

tmen

ts

Pla

n on

tra

ditio

nal a

ffairs

pa

rtner

ship

ar

eas

betw

een

DTA

, and

ec

onom

ic s

ecto

r de

partm

ents

, pr

ivat

e se

ctor

an

d ci

vil s

ocie

ty

deve

lope

d

2 co

llabo

ratio

n do

cum

ents

de

velo

ped

i.r.t.

tra

ditio

nal a

ffairs

3 c

olla

bora

tion

docu

men

ts

deve

lope

d i.r

.t.

tradi

tiona

l affa

irs

4 co

llabo

ratio

n do

cum

ents

de

velo

ped

i.r.t.

tra

ditio

nal a

ffairs

Part B

66


Prog

ram

me

Perf

orm

ance

Indi

cato

rsA

udite

d A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ceM

ediu

m T

erm

Tar

gets

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

13

Num

ber o

f P

rovi

ncia

l S

uppo

rt P

lans

m

onito

red

-P

artic

ipat

ion

of th

e H

ouse

s of

Tra

ditio

nal

lead

ersh

ip in

go

vern

ance

and

go

vern

men

t pr

ogra

mm

es

Par

ticip

atio

n of

tra

ditio

nal l

eade

rs

in g

over

nanc

e

4 P

rovi

ncia

l S

uppo

rt P

lans

de

velo

ped

and

impl

emen

tatio

n m

onito

red)

280

TCs

asse

ssed

on

thei

r fu

nctio

nalit

y

7 P

rovi

ncia

l S

uppo

rt P

lans

m

onito

red

Ass

essm

ent o

f 30

0 TC

s7

Pro

vinc

ial

Sup

port

Pla

ns

mon

itore

d

14

App

rove

d G

uide

lines

on

the

parti

cipa

tion

of tr

aditi

onal

le

ader

ship

in

mun

icip

al ID

P pr

oces

ses

Trad

ition

al A

ffairs

S

trate

gyTr

aditi

onal

Affa

irs

Stra

tegy

Dra

ft Fr

amew

ork

on P

artic

ipat

ion

of T

radi

tiona

l Le

ader

s in

M

unic

ipal

C

ounc

ils

Dra

ft Fr

amew

ork

on P

artic

ipat

ion

of T

radi

tiona

l Le

ader

s in

M

unic

ipal

C

ounc

ils

Gui

delin

es o

n th

e pa

rtici

patio

n of

trad

ition

al

lead

ersh

ip in

m

unic

ipal

IDP

proc

esse

s de

velo

ped

Mon

itor

impl

emen

tatio

n of

gui

delin

es

on p

artic

ipat

ion

of tr

aditi

onal

le

ader

ship

in

mun

icip

al ID

Ps

in

2 P

rovi

nces

Mon

itor

impl

emen

tatio

n of

gui

delin

es

on p

artic

ipat

ion

of tr

aditi

onal

le

ader

ship

in

mun

icip

al ID

Ps

in

2 P

rovi

nces

SUB

-PR

OG

RA

MM

E: IN

STIT

UTI

ON

AL

DEV

ELO

PMEN

T A

ND

CA

PAC

ITY

BU

ILD

ING

15

App

rove

d N

atio

nal

Trad

ition

al A

ffairs

In

stitu

tiona

l D

evel

opm

ent a

nd

Cap

acity

Bui

ldin

g P

lan

--

-N

atio

nal

Trad

ition

al A

ffairs

In

stitu

tiona

l D

evel

opm

ent a

nd

Cap

acity

Bui

ldin

g P

lan

appr

oved

Nat

iona

l Tr

aditi

onal

Affa

irs

Cap

acity

Bui

ldin

g P

lan

appr

oved

8 pr

ovin

ces

mon

itore

d on

the

impl

emen

tatio

n of

the

Nat

iona

l Tr

aditi

onal

Affa

irs

Cap

acity

Bui

ldin

g P

lan

8 pr

ovin

ces

mon

itore

d on

the

impl

emen

tatio

n of

the

Nat

iona

l Tr

aditi

onal

Affa

irs

Cap

acity

Bui

ldin

g P

lan


67


Prog

ram

me

Perf

orm

ance

Indi

cato

rsA

udite

d A

ctua

l Per

form

ance

Estim

ated

Pe

rfor

man

ceM

ediu

m T

erm

Tar

gets

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

16

Num

ber o

f C

apac

ity B

uild

ing

inte

rven

tions

fo

r tra

ditio

nal

lead

ersh

ip a

nd

com

mun

ities

im

plem

ente

d an

d m

onito

red

--

4 C

apac

ity

Bui

ldin

g in

terv

entio

ns

for t

radi

tiona

l le

ader

ship

and

co

mm

uniti

es

impl

emen

ted

and

mon

itore

d

4 C

apac

ity

Bui

ldin

g in

terv

entio

ns

for t

radi

tiona

l le

ader

ship

and

co

mm

uniti

es

impl

emen

ted

and

mon

itore

d

3 C

apac

ity

Bui

ldin

g in

terv

entio

ns

for t

radi

tiona

l le

ader

ship

and

co

mm

uniti

es

impl

emen

ted

and

mon

itore

d:

DTA

-Wor

ld V

isio

n S

A C

omm

uniti

es

Soc

ial

Em

pow

erm

ent

Pro

gram

me

Fram

ewor

k fo

r M

inim

um T

ools

of

Tra

de fo

r th

e in

stitu

tion

of T

radi

tiona

l le

ader

ship

Trad

ition

al C

ourts

C

apac

ity B

uild

ing

Pro

gram

me

3 C

apac

ity

Bui

ldin

g in

terv

entio

ns

for t

radi

tiona

l le

ader

ship

and

co

mm

uniti

es

impl

emen

ted

and

mon

itore

d:

DTA

-Wor

ld V

isio

n S

A C

omm

uniti

es

Soc

ial

Em

pow

erm

ent

Pro

gram

me

Fram

ewor

k fo

r M

inim

um T

ools

of

Tra

de fo

r th

e in

stitu

tion

of T

radi

tiona

l le

ader

ship

Trad

ition

al C

ourts

C

apac

ity B

uild

ing

Pro

gram

me

3 C

apac

ity

Bui

ldin

g in

terv

entio

ns

for t

radi

tiona

l le

ader

ship

and

co

mm

uniti

es

impl

emen

ted

and

mon

itore

d:

DTA

-Wor

ld V

isio

n S

A C

omm

uniti

es

Soc

ial

Em

pow

erm

ent

Pro

gram

me

Fram

ewor

k fo

r M

inim

um T

ools

of

Tra

de fo

r th

e in

stitu

tion

of T

radi

tiona

l le

ader

ship

Trad

ition

al C

ourts

C

apac

ity B

uild

ing

Pro

gram

me

68

Part B


14.4

. In

stitu

tiona

l Sup

port

and

Coo

rdin

atio

n: Q

uart

erly

Tar

gets

No.

Prog

ram

me

Perf

orm

ance

In

dica

tors

Rep

ortin

g Pe

riod

Ann

ual T

arge

t

2017

/18

Qua

rter

ly T

arge

tsM

eans

of

verifi

catio

nQ

uart

er 1

Qua

rter

2Q

uart

er 3

Qua

rter

4

SU

B-P

RO

GR

AM

ME

: PA

RTN

ER

SH

IPS

12

Num

ber o

f co

llabo

ratio

n do

cum

ents

de

velo

ped

i.r.t.

tra

ditio

nal a

ffairs

Qua

rterly

2

colla

bora

tion

docu

men

ts

deve

lope

d i.r

.t.

tradi

tiona

l affa

irs

2 pa

rtner

s en

gage

d on

are

as o

f co

llabo

ratio

n

1 co

llabo

ratio

n do

cum

ent w

ith

one

partn

er

deve

lope

d

1 co

llabo

ratio

n do

cum

ent w

ith

one

partn

er

deve

lope

d

Col

labo

ratio

n do

cum

ents

co

nsul

ted

with

st

akeh

olde

rs

2 co

llabo

ratio

n do

cum

ents

be

twee

n th

e D

TA

and

iden

tified

st

akeh

olde

rs

13

Num

ber o

f P

rovi

ncia

l S

uppo

rt P

lans

m

onito

red

Qua

rterly

7 P

rovi

ncia

l S

uppo

rt P

lans

m

onito

red

3 P

rovi

ncia

l S

uppo

rt P

lans

de

velo

ped

Impl

emen

tatio

n of

7 P

rovi

ncia

l S

uppo

rt P

lans

m

onito

red

Impl

emen

tatio

n of

7 P

rovi

ncia

l S

uppo

rt P

lans

m

onito

red

Impl

emen

tatio

n of

7 P

rovi

ncia

l S

uppo

rt P

lans

m

onito

red

Em

ail r

eque

sts

and

confi

rmat

ion

for m

eetin

gs,

agen

das

of

mee

tings

, at

tend

ance

re

gist

ers,

m

onito

ring

repo

rts/m

inut

es

14

App

rove

d G

uide

lines

on

the

parti

cipa

tion

of tr

aditi

onal

le

ader

ship

in

mun

icip

al ID

P pr

oces

ses

Qua

rterly

Gui

delin

es o

n th

e pa

rtici

patio

n of

trad

ition

al

lead

ersh

ip in

m

unic

ipal

IDP

proc

esse

s de

velo

ped

Dra

ft G

uide

lines

fo

r par

ticip

atio

n of

trad

ition

al

lead

ersh

ip in

m

unic

ipal

IDP

proc

esse

s de

velo

ped

Sta

keho

lder

s co

nsul

ted

on

draf

t gui

delin

es

on m

unic

ipal

IDP

proc

esse

s.

2nd

draf

t on

Gui

delin

es fo

r th

e pa

rtici

patio

n of

trad

ition

al

lead

ersh

ip in

in

mun

icip

al

IDP

proc

esse

s de

velo

ped

Gui

delin

es o

n th

e pa

rtici

patio

n of

trad

ition

al

lead

ersh

ip in

m

unic

ipal

IDP

proc

esse

s de

velo

ped

Gui

delin

es

appr

oved

by

DG


69


Part BN

o.Pr

ogra

mm

e Pe

rfor

man

ce

Indi

cato

rs

Rep

ortin

g Pe

riod

Ann

ual T

arge

t

2017

/18

Qua

rter

ly T

arge

tsM

eans

of

verifi

catio

nQ

uart

er 1

Qua

rter

2Q

uart

er 3

Qua

rter

4

SU

B-P

RO

GR

AM

ME

: IN

STI

TUTI

ON

AL

SU

PP

OR

T A

ND

CA

PAC

ITY

BU

ILD

ING

15

App

rove

d N

atio

nal

Trad

ition

al A

ffairs

In

stitu

tiona

l D

evel

opm

ent a

nd

Cap

acity

Bui

ldin

g P

lan

quar

terly

Nat

iona

l Tr

aditi

onal

Affa

irs

Cap

acity

Bui

ldin

g P

lan

appr

oved

Nee

ds

anal

ysis

for t

he

deve

lopm

ent

of N

atio

nal

Trad

ition

al A

ffairs

In

stitu

tiona

l D

evel

opm

ent a

nd

Cap

acity

Bui

ldin

g P

lan

cond

ucte

d

Dra

ft N

atio

nal

Trad

ition

al A

ffairs

In

stitu

tiona

l D

evel

opm

ent a

nd

Cap

acity

Bui

ldin

g P

lan

deve

lope

d

Dra

ft N

atio

nal

Trad

ition

al A

ffairs

In

stitu

tiona

l D

evel

opm

ent a

nd

Cap

acity

Bui

ldin

g P

lan

cons

ulte

d up

on w

ith a

ll st

akeh

olde

rs

Nat

iona

l Tr

aditi

onal

Affa

irs

Inst

itutio

nal

Dev

elop

men

t and

C

apac

ity B

uild

ing

Pla

n ap

prov

ed

Nat

iona

l Tr

aditi

onal

Affa

irs

Inst

itutio

nal

Dev

elop

men

t and

C

apac

ity B

uild

ing

Pla

n ap

prov

ed b

y th

e D

G

16

Num

ber o

f C

apac

ity B

uild

ing

inte

rven

tions

fo

r tra

ditio

nal

lead

ersh

ip a

nd

com

mun

ities

im

plem

ente

d an

d m

onito

red

Qua

rterly

3 C

apac

ity

Bui

ldin

g in

terv

entio

ns

for t

radi

tiona

l le

ader

ship

and

co

mm

uniti

es

impl

emen

ted

and

mon

itore

d:

DTA

-Wor

ld V

isio

n S

A C

omm

uniti

es

Soc

ial

Em

pow

erm

ent

Pro

gram

me

Fram

ewor

k fo

r M

inim

um T

ools

of

Tra

de fo

r th

e in

stitu

tion

of T

radi

tiona

l le

ader

ship

Trad

ition

al C

ourts

C

apac

ity B

uild

ing

Pro

gram

me

-D

TA-W

orld

Vis

ion

SA

Com

mun

ities

so

cial

em

pow

erm

ent

Pro

gram

me

impl

emen

ted

in 1

P

rovi

nce

-D

TA-W

orld

Vis

ion

SA

Com

mun

ities

so

cial

em

pow

erm

ent

Pro

gram

me

impl

emen

ted

in 1

P

rovi

nce

Em

ail r

eque

sts

and

confi

rmat

ions

fo

r dat

es fo

r m

onito

ring,

sc

hedu

le,

agen

da, m

inut

es,

atte

ndan

ce

regi

ster

s,

mon

itorin

g an

d im

plem

enta

tion

repo

rts

70


PROGRAMME AND SUB-PROGRAMME PLANSN

o.Pr

ogra

mm

e Pe

rfor

man

ce

Indi

cato

rs

Rep

ortin

g Pe

riod

Ann

ual T

arge

t

2017

/18

Qua

rter

ly T

arge

tsM

eans

of

verifi

catio

nQ

uart

er 1

Qua

rter

2Q

uart

er 3

Qua

rter

4

16

Num

ber o

f C

apac

ity B

uild

ing

inte

rven

tions

fo

r tra

ditio

nal

lead

ersh

ip a

nd

com

mun

ities

im

plem

ente

d an

d m

onito

red

Qua

rterly

3 C

apac

ity

Bui

ldin

g in

terv

entio

ns

for t

radi

tiona

l le

ader

ship

and

co

mm

uniti

es

impl

emen

ted

and

mon

itore

d:

DTA

-Wor

ld V

isio

n S

A C

omm

uniti

es

Soc

ial

Em

pow

erm

ent

Pro

gram

me

Fram

ewor

k fo

r M

inim

um T

ools

of

Tra

de fo

r th

e in

stitu

tion

of T

radi

tiona

l le

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ship

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ition

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ourts

C

apac

ity B

uild

ing

Pro

gram

me

2 pr

ovin

ces

mon

itore

d on

Im

plem

enta

tion

of th

e Fr

amew

ork

for M

inim

um

Tool

s of

Tra

de

for t

he in

stitu

tion

of T

radi

tiona

l le

ader

ship

2 pr

ovin

ces

mon

itore

d on

Im

plem

enta

tion

of th

e Fr

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ork

for M

inim

um

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s of

Tra

de

for t

he in

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tion

of T

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l le

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2 pr

ovin

ces

mon

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d on

Im

plem

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of th

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amew

ork

for M

inim

um

Tool

s of

Tra

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for t

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tion

of T

radi

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l le

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1 pr

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ce

mon

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d on

Im

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enta

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of th

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ork

for M

inim

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Tra

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for t

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tion

of T

radi

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l le

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ship

Em

ail r

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and

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ion

for m

eetin

gs,

sche

dule

, Q

uest

ionn

aire

s,

Com

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ed

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stio

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by p

rovi

nces

, ag

enda

s,

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ports

, ann

ual

supp

ort p

lans

10 tr

aditi

onal

co

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man

agem

ent

of c

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de

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pres

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ed b

y le

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10 tr

aditi

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co

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itore

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man

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of c

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pres

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n

10 tr

aditi

onal

co

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mon

itore

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agem

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of c

ourts

de

cisi

ons

pres

crib

ed b

y le

gisl

atio

n

10 tr

aditi

onal

co

urts

mon

itore

d on

man

agem

ent

of c

ourts

de

cisi

ons

pres

crib

ed b

y le

gisl

atio

n

Em

ail r

eque

sts

and

confi

rmat

ions

fo

r dat

es fo

r m

onito

ring,

sc

hedu

le,

agen

da, m

inut

es,

atte

ndan

ce

regi

ster

s,

mon

itorin

g re

ports

, ann

ual

supp

ort p

lans

71


14.5. Technical Indicators Description

Indicator title 12 Number of collaboration documents developed i.r.t. traditional affairs

Short definition2 partners engaged on proposed areas of collaboration i.r.t. traditional affairs and 2 collaboration documents developed

Purpose/importance

To improve functionality of TCs by:

• Improving collaborative relations between the DTA and economic sector departments, private sector, civil society and community based organisations

• Creating a more effective and meaningful contribution by stakeholders who intend to work with DTA and traditional communities and structures;

• Creating a platform to structure and formalize partnerships in the traditional affairs environment

Source/collection of dataPrivate and public sector partners

Engagement with the potential partners

Means of verification 2 collaboration documents between the DTA and identified stakeholders


Data limitationsCommitment of identified potential partners in supporting the institution of traditional leadership through DTA. (operation risk)




New indicator Yes

Desired performanceEstablished partnerships with economic sector departments, private sector, civil society and community based organisations

Indicator responsibility Director: Partnerships

Indicator title 13 Number of Provincial Support Plans monitored

Short definition

Implementation of 4 (Gauteng, Free State, Northern Cape and North West) Provincial Support Plans developed in previous years will be monitored and 3 (Limpopo, Eastern Cape and Mpumalanga) Provincial Support Plans will first be developed and implementation thereof monitored, i.e. a total of 7 provincial support plans will be monitored

Purpose/importance To provide support and strengthen governance within traditional councils. The Provincial Support Plans are important in that they detail the identified interventions to improve the functionality of traditional councils

Source/collection of data Provincial Traditional Affairs Units, TATGoF reports

Means of verificationEmail requests and confirmation for meetings, agendas of meetings, attendance registers, monitoring reports/minutes


Data limitationsInaccurate and inadequate progress information on support plans

Poor cooperation by provinces

Type of indicator Activity

Part B

72




New indicator No

Desired performanceImproved performance by Traditional Councils resulting in adherence to good governance principles and collaborative relationships

Indicator responsibility Director: Intergovernmental Relations

Indicator title 14Approved Guidelines on the participation of traditional leadership in municipal IDP

processes

Short definitionIt entails development of guidelines for the participation of traditional leadership structures in municipal IDP processes as part of enhancing functionality of traditional leadership structures. The Guidelines will be approved by the Director-General

Purpose/importance To promote participation of TL in IDP processes

Source/collection of dataLegislation, Draft Framework on participation of TL in municipal councils, Provincial Traditional Affairs Units, TATGoF reports

Means of verification Guidelines approved by DG


Data limitationsInaccurate and inadequate progress information on support plans

Poor cooperation by provinces (Risk management)




New indicator Yes

Desired performance Improved participation of traditional leadership in municipal IDP processes.

Indicator responsibility Director: Intergovernmental Relations

Indicator title 15Approved National Traditional Affairs Institutional Development and Capacity Building

Plan

Short definitionIt entails development and consultation with stakeholders on the Institutional Development and Capacity Building Plan and finally approval of the plan by the Director-General

Purpose/importance To capacitate structures of traditional leadership to deliver on their legislated mandate and subsequently improve their functionality

Source/collection of dataStructures of traditional leadership, DTA and Provincial Departments responsible for traditional leadership

Means of verificationNational Traditional Affairs Institutional Development and Capacity Building Plan approved by the DG


Data limitationsAvailability of the different structures of traditional leadership to attend the training programmes and the commitment from provinces to allocate resources to the structures

Type of indicator outputs


73


Calculation type cumulative


New indicator No

Desired performanceStructures of traditional leadership having resources and skills to perform their legislated functions

Indicator responsibility Chief Director: ID&CB

Indicator title 16Number of Capacity Building interventions for traditional leadership and communities

implemented and monitored

Short definition

The following 3 DTA Capacity Building interventions for traditional leadership and communities implemented and monitored:

• DTA-World Vision SA Communities Social Empowerment Programme

• Framework for Minimum Tools of Trade for the institution of Traditional leadership

• Traditional Courts Capacity Building Programme

Purpose/importance To improve the functionality of structures of traditional leadership

Source/collection of dataDTA, Provincial Departments responsible for traditional affairs, PHTL, NHTL and TCs, Framework for Minimum Tools of Trade Project: questionnaires

Means of verification

DTA World Vision Project: Email requests and confirmations for dates for monitoring, schedule, agenda, minutes, attendance registers, monitoring and implementation reports

Framework for Minimum Tools of Trade Project: Email requests and confirmation for meetings, schedule, Questionnaires, Completed Questionnaires by provinces, agendas, attendance registers, monitoring reports, annual support plans

Traditional Courts Capacity Building Programme: Email requests and confirmations for dates for monitoring, schedule, agenda, minutes, attendance registers, monitoring reports, annual support plans


Data limitations Inaccurate information

Type of indicator Activity



New indicator Yes

Desired performanceTo ensure that the minimum tools of trade are implemented for the institution of traditional leadership

Indicator responsibility SM:ID

74

Part B


14.6. Reconciling Performance Targets with the budget and MTEF



APPROPRIATION

MTEF ESTIMATES

2012/13 2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

Management 13,214 4,403 1,958 2,062 2,195 1,733 1,824 1,986

Institutional Dev and Capacity Building

- - 6,020 6,035 6,898 6,675 7,351 7,771

Intergovernmental Relations & Partnership

- - 6,146 6,883 7,291 7,175 7,325 7,806

National House 18,550 10,552 18,627 16,607 15,185 17,392 18,314 19,415

CRL Commission 34,227 - 34,973 36,582 38,521 40,447 42,793 45,189

CTLDC 11,695 7,280 12,723 13,608 13,776 14,116 14,720 15,579

Total 77,686 22,235 80,447 81,777 83,866 87,538 92,330 97,746



Goods & Services 19,127 - 21,494 16,499 18,124 18,502 19,367 20,666


Payments for Capital Assets 31 - 200 2,000 - - - -

Total 77,686 22,235 80,447 81,777 83,866 87,538 92,330 97,746

80% of the expenditure on this programme is a transfer payment to CRL Rights Commission which is a Chapter 9 institution and the remainder is used by National House of Traditional Leaders as well as Commission for Disputes and Claims to resolve traditional leadership disputes and claims. This programme also coordinates traditional affairs across the three spheres of government, promote institutional development and facilitate partnerships and collaborative relations.

The focus of the Programme over the medium term targets is to implement and coordinate projects aimed at improving certain functionality elements of the TCs and subsequently increase the number of TCs that are functional. Among others, the programme will develop and implement capacity building plan for the institution of traditional leadership, monitor implementation of support plans for TCs, develop and implement Guidelines for participation of traditional leadership structures in the IDP processes and establish partnerships that aimed at benefitting traditional communities.

75




Strategic Objectives Risk Cause Risk Action Plan Timeframes

To increase the number of functional structures of traditional leadership by 31 March 2020

Traditional Leadership structures may not deliver on the mandate of Traditional community development

(ID&CB)

Number of functional structures of traditional leadership may not increase (IGR)

Competing priorities between DTA and provinces

Misalignment between the capacity building plan and capacity building needs of traditional leadership

Joint planning and implementation of DTA and provinces

Continuous engages with provinces

Development and review of the capacity building implementation plan

Quarterly

Quarterly

Quarterly

Findings of assessment of the functionality of TC’s not incorporated into the provincial Annual Performance Plans

Provinces not cooperating with the department and not implementing the interventions in the Support Plan

Engage provinces on the feasibility of incorporating the assessment recommendation and interventions into the provincial APP’s

31 December 2017

Identified potential partners may not commit/buy into DTA’s proposed collaboration plans and schedules. (Partnership)

Competing priorities with potential partners.

Lack of buy in by key stakeholders

Facilitate consultative meetings with identified partners

Develop collaboration plans and schedules for potential partners.

Quarterly

Quarterly

Part B

PART C:

ENTITIES


15. NATIONAL HOUSE OF TRADITIONAL LEADERS

The entity (National House of Traditional Leaders) outlined in this section is a sub-programmes of the Institutional Support and Coordination Programme.

Purpose

The purpose of the NHTL is to:

• Enhance cooperation between government and the institution of traditional leadership;

• Advise on government programmes, policies and legislation that impact on traditional communities;

• Establish collaborative relations for the advancement of service delivery and socio-economic development in traditional communities;

• Promote the preservation of African heritage, traditions and customs

• Promote peace, nation building and social cohesion within traditional communities;

• Preserve moral fiber and regeneration within society

Description

The Sub-Programme’s mandate is to ensure that the institution of traditional leadership collaborate with and support government for the advancement of socio-economic development and service delivery within traditional communities


Strategic ObjectiveTo promote transformation agenda and socio-economic development within traditional

leadership structures and communities by 31 March 2020


The objective entails 100% implementation of 4 projects within Traditional Leadership Transformation and Socio-Economic Development programme in 20 communities by 31 Mar 2020. The 4 projects entail holding information and knowledge sharing sessions for:

• 7 Provincial houses of traditional leaders to promote and support the rights of vulnerable groups (women, children, girls, boys, LGBTI) within traditional communities,

• 20 traditional communities to promote and support the rights of vulnerable groups (women, children, girls, boys, LGBTI) within traditional communities

• 100 women traditional leaders and wives of traditional leaders on the transformation agenda (their rights on discriminatory customs, cultures and practices)

• 20 traditional communities on food security and HIV and AIDS

Indicators% implementation of the projects in the Traditional Leadership Transformation and Socio-Economic Development programme in 20 communities by 31 Mar 2020

Outputs100% implementation of the projects in the Traditional Leadership Transformation and Socio-Economic Development programme in 20 communities by 31 Mar 2020

Part C

78



Justification

• Rights of vulnerable groups in traditional communities should not be violated as a result of harmful and discriminatory cultural practices

• Women empowerment in line with the government’s transformation agenda

• Enhancement of rural development




Strategic Objective To reduce the number of deaths and injuries resulting from cultural initiation practice

to zero by 31 March 2020

Objective StatementsThe objective entails reducing the number of deaths and injuries resulting from initiation cultural practice through implementation of the National Initiation Intervention Plan by 31 Mar 2020

Indicators % implementation of the National Initiation Intervention Plan by 31 Mar 2020

Outputs100% implementation of projects and actions in the National Initiation Intervention Plan by 31 Mar 2020

Baseline Ten Point Plan on initiation 2015

JustificationTo ensure that the customary initiation practice does not lead to loss of lives and injuries of initiates

Links with NDP Chapters NDP Chapter 15: Nation Building and Social Cohesion


Outcome 14

Nation Building and Social Cohesion

ENTITIES

79


15.2

. N

HTL

: Str

ateg

ic O

bjec

tives

Ann

ual T

arge

ts

MTS

F O

utco

me

Stra

tegi

c O

bjec

tives

5-Ye

ar

Stra

tegi

c Pl

an

Targ

ets

Aud

ited

Act

ual P

erfo

rman

ceEs

timat

ed

Perf

orm

ance

Med

ium

Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

Out

com

e 7:

Vibr

ant,

equi

tabl

e an

d su

stai

nabl

e ru

ral

com

mun

ities

an

d fo

od

secu

rity

for

all.

To p

rom

ote

trans

form

atio

n ag

enda

an

d so

cio-

econ

omic

de

velo

pmen

t w

ithin

tra

ditio

nal

lead

ersh

ip

stru

ctur

es a

nd

com

mun

ities

by

31

Mar

ch

2020

100%

im

plem

enta

tion

of th

e pr

ojec

ts in

the

Trad

ition

al

Lead

ersh

ip

Tran

sfor

mat

ion

and

Soc

io-

Eco

nom

ic

Dev

elop

men

t pr

ogra

mm

e in

20

com

mun

ities

by

31 M

ar 2

020

--

-20

%

impl

emen

tatio

n of

the

proj

ects

in th

e Tr

aditi

onal

Le

ader

ship

Tr

ansf

orm

atio

n an

d S

ocio

-E

cono

mic

D

evel

opm

ent

prog

ram

me

in 2

0 co

mm

uniti

es

30%

im

plem

enta

tion

of th

e pr

ojec

ts in

the

Trad

ition

al

Lead

ersh

ip

Tran

sfor

mat

ion

and

Soc

io-

Eco

nom

ic

Dev

elop

men

t pr

ogra

mm

e in

20

com

mun

ities

30%

im

plem

enta

tion

of th

e pr

ojec

ts in

the

Trad

ition

al

Lead

ersh

ip

Tran

sfor

mat

ion

and

Soc

io-

Eco

nom

ic

Dev

elop

men

t pr

ogra

mm

e in

20

com

mun

ities

20%

im

plem

enta

tion

of th

e pr

ojec

ts in

the

Trad

ition

al

Lead

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ip

Tran

sfor

mat

ion

and

Soc

io-

Eco

nom

ic

Dev

elop

men

t pr

ogra

mm

e in

20

com

mun

ities

Out

com

e 14

Nat

ion

Bui

ldin

g an

d S

ocia

l C

ohes

ion

To re

duce

th

e nu

mbe

r of

dea

ths

and

inju

ries

resu

lting

fro

m c

ultu

ral

initi

atio

n pr

actic

e to

ze

ro b

y 31

M

arch

202

0

100%

im

plem

enta

tion

of th

e N

atio

nal

Initi

atio

n In

terv

entio

n P

lan

by 3

1 M

ar

2020

-Te

n P

oint

P

lan

deve

lope

d

9 pr

ovin

ces

mon

itore

d on

im

plem

enta

tion

of th

e pl

an

9 pr

ovin

ces

mon

itore

d on

im

plem

enta

tion

of th

e pl

an

Nat

iona

l In

itiat

ion

Inte

rven

tion

Pla

n ap

prov

ed

60%

im

plem

enta

tion

of th

e N

atio

nal

Initi

atio

n In

terv

entio

n P

lan

100%

im

plem

enta

tion

of th

e N

atio

nal

Initi

atio

n In

terv

entio

n P

lan

Part C

80


15.3

. N

HTL

Pro

gram

me

Perf

orm

ance

Indi

cato

rs A

nd A

nnua

ltarg

ets

No

Prog

ram

me

Perf

orm

ance

In

dica

tors

Aud

ited

Act

ual P

erfo

rman

ceEs

timat

ed

Perf

orm

ance

Med

ium

Ter

m T

arge

ts

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

17

Num

ber

of i

nitia

tion

awar

enes

s ca

mpa

igns

co

nduc

ted

-4

initi

atio

n aw

aren

ess

cam

paig

ns

cond

ucte

d in

sc

hool

s

4 in

itiat

ion

awar

enes

s ca

mpa

igns

co

nduc

ted

in

scho

ols

4 in

itiat

ion

awar

enes

s ca

mpa

igns

co

nduc

ted

4 in

itiat

ion

awar

enes

s ca

mpa

igns

co

nduc

ted

4 in

itiat

ion

awar

enes

s ca

mpa

igns

co

nduc

ted

4 in

itiat

ion

awar

enes

s ca

mpa

igns

co

nduc

ted

18

Num

ber o

f P

rovi

ncia

l In

itiat

ion

mon

itorin

g ta

sk

team

s m

onito

red

5 in

itiat

ion

scho

ols

mon

itore

d

5 in

itiat

ion

scho

ols

mon

itore

d

5 in

itiat

ion

scho

ols

mon

itore

d

9 pr

ovin

cial

in

itiat

ion

mon

itorin

g ta

sk

team

s m

onito

red

9 pr

ovin

cial

in

itiat

ion

mon

itorin

g ta

sk

team

s m

onito

red

9 pr

ovin

cial

in

itiat

ion

mon

itorin

g ta

sk

team

s m

onito

red

9 pr

ovin

cial

in

itiat

ion

mon

itorin

g ta

sk

team

s m

onito

red

19

Num

ber o

f co

mm

uniti

es

capa

cita

ted

on

HIV

and

AID

S

-N

HTL

HIV

and

A

IDS

Pre

vent

ion

Pla

n de

velo

ped

1 co

mm

unity

ca

paci

tate

d on

H

IV a

nd A

IDS

2 co

mm

uniti

es

capa

cita

ted

on

HIV

and

AID

S

2 co

mm

uniti

es

capa

cita

ted

on

HIV

and

AID

S

4 co

mm

uniti

es

capa

cita

ted

on

HIV

and

AID

S

4 co

mm

uniti

es

capa

cita

ted

on

HIV

and

AID

S

20

Num

ber o

f co

mm

uniti

es

capa

cita

ted

on

food

sec

urity

-1

com

mun

ity

capa

cita

ted

on

food

sec

urity

2 co

mm

uniti

es

capa

cita

ted

on

food

sec

urity

2 co

mm

uniti

es

capa

cita

ted

on

food

sec

urity

4 co

mm

uniti

es

capa

cita

ted

on

food

sec

urity

4 co

mm

uniti

es

capa

cita

ted

on

food

sec

urity

21

App

rove

d Tr

aditi

onal

Le

ader

ship

Tr

ansf

orm

atio

n an

d S

ocio

-E

cono

mic

D

evel

opm

ent

prog

ram

me

--

---

Trad

ition

al

Lead

ersh

ip

Tran

sfor

mat

ion

and

Soc

io-

Eco

nom

ic

Dev

elop

men

t pr

ogra

mm

e de

velo

ped

Awar

enes

s ca

mpa

igns

in 4

co

mm

uniti

es

Aw

aren

ess

cam

paig

ns in

4

com

mun

ities

ENTITIES

81


15.4

. N

HTL

Qua

rter

ly T

arge

ts

No.

Prog

ram

me

Perf

orm

ance

In

dica

tors

Rep

ortin

g Pe

riod

Ann

ual T

arge

t

2017

/18

Qua

rter

ly T

arge

tsM

eans

of

verifi

catio

nQ

uart

er 1

Qua

rter

2Q

uart

er 3

Qua

rter

4

17

Num

ber

of i

nitia

tion

awar

enes

s ca

mpa

igns

co

nduc

ted

Qua

rterly

4 in

itiat

ion

awar

enes

s ca

mpa

igns

co

nduc

ted

1 In

itiat

ion

Awar

enes

s ca

mpa

ign

cond

ucte

d

1 In

itiat

ion

Awar

enes

s ca

mpa

ign

cond

ucte

d

1 In

itiat

ion

Awar

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Part C

82


15.5. Technical Indicators Description

Indicator title 17 Number of initiation awareness campaigns conducted

Short definition 4 awareness campaigns on customary initiation practice conducted

Purpose/importance To reduce the number of deaths and injuries resulting from botched cultural initiation practices

Source/collection of data Heads of Provincial Traditional Affairs, Provincial Initiation Task Team and DTA






New indicator No

Desired performance Zero fatalities from cultural initiation

Indicator responsibility Secretary to the NHTL

Indicator title 18 Number of Provincial Initiation monitoring task teams monitored

Short definition 9 Initiation Provincial Task Teams monitored and monitoring reports developed

Purpose/importance To reduce the number of deaths and injuries resulting from botched customary initiation practices

Source/collection of data Heads of Provincial Traditional Affairs, Provincial Initiation Task Team and DTA






New indicator No

Desired performance Zero fatalities from cultural initiation


Indicator title 19 Number of communities capacitated on HIV and AIDS

Short definitionTo empower 2 communities on HIV/AIDS through either meetings, awareness campaigns and information sharing sessions

Purpose/importance To ensure that traditional communities have adequate information on prevention of HIV/AIDS, stigmatization and availability of medical assistance for people living with HIV and all the necessary information on the disease

Source/collection of data NHTL, DoH, SANAC

ENTITIES

83







New indicator No

Desired performance Traditional communities aware of HIV and AIDS


Indicator title 20 Number of communities capacitated on food security

Short definitionTo inform and capacitate 2 communities on food security through either campaigns, meetings with the communities or information sharing sessions

Purpose/importance To ensure that traditional communities have adequate information and skills on food security and what they can do for food security

Source/collection of data NHTL and DAFF






New indicator No

Desired performance Traditional communities have projects to enhance food security in their communities


Indicator title 21Approved Traditional Leadership Transformation and Socio-Economic Development

Programme

Short definitionTo develop a Traditional Leadership Transformation and Socio-Economic Development Programme and should be approved by the Director-General

Purpose/importance

To advance socio-economic development, protect the rights of vulnerable groups (women, girls, children, LGBTI) against discriminatory and harmful customs and cultural practices, and advance development and empowerment of women and youth within structures of traditional leadership and communities

Source/collection of data Traditional Councils, NHTL






Part C

84


New indicator No

Desired performanceIncreased number of women in decision making positions within structures of traditional leadership, decrease in violation of the rights of vulnerable groups and improved socio-economic development of traditional communities


15.6. Reconciling Performance Targets with the budget and MTEF

This entity is a sub-programme of Institutional Support and Coordination (ISC) Programme, hence the expenditure estimate indicates the other sub-programmes of the ISC programme.



APPROPRIATION

MTEF ESTIMATES

2012/13 2013/14 2014/15 2015/16 2017/18 2018/19 2019/20

Management 13,214 4,403 1,958 2,062 2,195 1,733 1,824 1,986

Institutional Dev and Capacity Building

- - 6,020 6,035 6,898 6,675 7,351 7,771

Intergovernmental Relations & Partnership

- - 6,146 6,883 7,291 7,175 7,328 7,806

National House 18,550 10,552 18,627 16,607 15,185 17,392 18,314 19,415

CRL Commission 34,227 - 34,973 36,582 38,521 40,447 42,793 45,189

CTLDC 11,695 7,280 12,723 13,608 13,776 14,116 14,720 15,579

Total 77,686 22,235 80,447 81,777 83,866 87,538 92,330 97,746



Goods & Services 19,127 - 21,494 16,499 18,124 18,502 19,367 20,666


Payments for Capital Assets 31 - 200 2,000 - - - -

Total 77,686 22,235 80,447 81,777 83,866 87,538 92,330 97,746

The focus of the National House of Traditional Leaders over the medium term period will be to reduce the number of deaths and fatalities resulting from the initiation cultural practice. It will also focus on promoting socio-economic development within traditional communities through the development and implementation of the NHTL Socio-economic Development Programme for Traditional Communities.

ENTITIES

85


Part C


Strategic Objectives Risk Cause Risk Mitigation Plan Timeframes

To promote transformation agenda and socio-economic development within traditional leadership structures and communities

Transformation agenda may not be realized within traditional leadership structures and communities

Inability to promote socio-economic development and transformation within traditional communities

Lack of ownership of the transformation agenda by relevant role players

Dependency on other role players (e.g. DAFF, Municipalities, etc.)

Capacitate traditional leadership structures on the transformation agenda

Meetings with the relevant role players

Bi-annual

Bi-annual

To reduce the number of deaths and injuries resulting from cultural initiation practice to zero by 31 March 2020

Difficulty/Inability to reduce the number of initiation deaths.

Inadequate monitoring of the practice

Increase in the number of unregistered initiation schools

Monitoring of Provincial Initiation Monitoring Teams

Engage MINMEC to encourage municipalities to have by-laws

Quarterly

Annual

86


16. LINKS TO OTHER PLANS

The Department does not have long term infrastructure and other capital plan.

17. CONDITIONAL GRANTS

The Department does not manage conditional grants.

18. PUBLIC ENTITIES

Name of public entity

Mandate Outputs Current annual budget

(R thousand)

Date of next evaluation

National House of Traditional Leaders (NHTL)

Established by legislation to represent the interests of the traditional leadership and communities and advise government

30% implementation of the projects in the Traditional Leadership Transformation and Socio-Economic Development programme in 20 communities

R15 185 000 2018/19

Implementation of the National Initiation Intervention Plan developed

Commission on Traditional Leadership Disputes and Claims (CTLDC)

To investigate traditional leadership disputes and claims

1244 Traditional Leadership disputes and claims finalised

R13 776 000 2018/19

Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities (CRLRC)

The commission focuses on:

Recovering diminished heritages through research,

Disseminating its findings,

Education and advocacy.

Resolution of conflicts between individuals, groups and communities

Recognised local and district community councils

Resolution of disputes in accordance with statutory requirements

Conduct adhoc research

Community youth dialogue and national consultative conference

R38 521 2018/19

19. PUBLIC PRIVATE PARTNERSHIPS

The Department does not have public private partnerships

ENTITIES

87


ANNEXURES

ANNEXURE A: CHANGES TO THE STRATEGIC PLAN

1. CHANGES TO OUTCOMES-ORIENTED GOALS

Previous outcome-oriented goals Revisions and new goals

• Transformed, functional, accountable and sustainable institution of traditional leadership;

• Stable and cohesive traditional and interfaith communities; and

• Community focused, development-oriented, efficient and effective Department that complies with legislation and good corporate governance principles.

• Functional and accountable institution of traditional leadership

• Community development-oriented and sustainable institution of traditional leadership

• Inclusive, transformed, stable and cohesive traditional and interfaith communities

• Development-oriented, effective and efficient Department

2. CHANGES TO STRATEGIC OBJECTIVES

Previous strategic objectives Revisions and new strategic objectives

To monitor and evaluate traditional affairs programmes and improve sector planning and departmental corporate governance systems by 31 March 2020;

To improve departmental corporate governance systems by 31 March 2020

To reduce the number of deaths resulting from cultural initiation practice by 31 March 2020;

To reduce the number of deaths and injuries resulting from cultural initiation practice to zero by 31 March 2020

To promote socio-economic development within traditional communities by 31 March 2020

To promote transformation agenda and socio-economic development within traditional leadership structures and communities by 31 March 2020

To promote culture, heritage and cohesiveness of traditional and interfaith communities by 31 March 2020;

To promote transformation agenda and socio-economic development within traditional leadership structures and communities by 31 March 2020

To reduce the number of traditional leadership disputes and claims by 31 March 2020

To increase the number of functional structures of traditional leadership by 31 March 2020

The strategic objective was retained without changes

To develop, review, monitor and support implementation of traditional affairs policies and legislation for transformation of the institution of traditional leadership by 31 March 2020

It is no longer a strategic objective

NoneTo enhance information management of faith structures, traditional leadership institutions and communities by 31 March 2020

88


3. NEW STRATEGIC OUTCOME ORIENTED GOAL STATEMENTS AND THEIR TIDs

DTA Strategic Outcome Oriented Goal 1 Functional and accountable institution of traditional leadership

Goal Statement

This goal entails conducting assessment of each structure of traditional leadership from 2027- 2030 to establish if each of the following structures are functional as per the functionality definition and criteria of each structure:

• Houses of traditional leaders;

• Kingship and queenship councils; and

• Traditional councils.

Indicators% of houses of traditional leaders, kingship/queenship councils and traditional councils functional as per their functionality criteria and indicators

Outputs/Targets75% of houses of traditional leaders, kingship/queenship councils and traditional councils functional as per their functionality criteria and indicators

Links with NDP ChaptersChapter 6: Inclusive Rural Economy

Chapter 13: Building a capable and developmental state



Outcome 9: Responsive, accountable, effective and efficient developmental local government system

DTA Strategic Outcome Oriented Goal 2Community development-oriented and sustainable institution of

traditional leadership

Goal Statement

This goal intends to enhance socio-economic development of traditional communities by empowering the institution of traditional leadership to initiate and support socio-economic development programmes and facilitating harmonious relations between elected leaders (municipalities) and the institution in traditional communities.

It further entails conducting research in 2030 to establish if the structures of traditional leadership and traditional leaders are development-oriented and work harmoniously with elected local government leaders (municipalities) on service delivery and socio-economic development initiatives within their areas of jurisdiction as per the indicators of harmonious relationship between traditional leadership and municipalities.

Indicators

• % of traditional councils and local houses of traditional leaders effectively and meaningfully participating in local municipalities IDP processes and projects that enhance service delivery and socio-economic development in their areas of jurisdiction by 2030

• % of TCs and Local Houses of Traditional Leaders with a minimum of 1 socio-economic development programme that benefits communities initiated and led by the institution of traditional leadership by 2030

89


ANNEXURES

DTA Strategic Outcome Oriented Goal 2Community development-oriented and sustainable institution of

traditional leadership

Outputs/Targets

• 75% of traditional councils and local houses of traditional leaders participating effectively and meaningfully in local municipalities IDP processes and projects that enhance service delivery and socio-economic development in their areas of jurisdiction by 2030

• 50% of TCs and Local Houses of Traditional Leaders with a minimum of 1 socio-economic development programme that benefits communities initiated and led by the institution of traditional leadership by 2030

Links with NDP Chapters Chapter 6: Inclusive Rural Economy



Outcome 9: Responsive, accountable, effective and efficient developmental local government system

DTA Strategic Outcome Oriented Goal 3Inclusive, transformed, stable and cohesive traditional and interfaith

communities

Goal Statement This goal entails bringing and sustaining stability within traditional communities i.r.t. traditional leadership disputes and claims and royal families resolving them amicably.

Indicators

• % of kingships/queenships with functional systems to resolve traditional leadership disputes and claims by 2030

• Number of traditional leadership structures displaying zero tolerance to harmful and discriminatory cultural and interfaith practices; supporting the transformation agenda (i.e. gender equity and women empowerment) and complying with the minimum requirements of the Traditional Leadership Governance Framework Act i.r.t. gender equity by 2030

Outputs/Targets

• 50% of kingships/queenships with functional systems to resolve traditional leadership disputes and claims by 2030

• 20 traditional leadership structures displaying zero tolerance to harmful and discriminatory cultural and interfaith practices; supporting the transformation agenda (i.e. gender equity and women empowerment) and complying with the minimum requirements of the Traditional Leadership Governance Framework Act i.r.t. gender equity by 2030.


Links with MTSF/Government Outcomes Outcome 14: Nation Building and Social Cohesion

90


DTA Strategic Outcome Oriented Goal 4 Development-oriented, effective and efficient Department

Goal Statement

The goal entails achievement of the Department’s vision and ensuring that its governance, policies, legislation and programmes support and result in positive impact for traditional communities by 2030.The achievement of the goal will be assessed through traditional communities’ satisfaction survey in 2030.

Indicators% of the sampled traditional communities participants and stakeholders responding positively about services/programmes of the Department and indicating that they make an impact in their communities by 2030.

Outputs/Targets

75% of the sampled traditional communities participants and stakeholders in the survey responding positively about services/programmes of the Department and the institution of traditional leadership and indicate that the services/programmes make positive impact in their communities by 2030.

Links with NDP ChaptersChapter 13: Building a capable and developmental state


Links with MTSF/Government OutcomesOutcome 12: An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship.

91


ANNEXURES

4. TECHNICAL INDICATORS DESCRIPTIONS FOR STRATEGIC OUTCOME ORI-ENTED GOALS

Strategic Outcome Oriented Goal 1

Functional and accountable institution of traditional leadership

Indicator title% of houses of traditional leaders, kingship/queenship councils and traditional

councils functional as per their functionality criteria and indicators

Short definition

• 75% of houses of traditional leaders, kingship/queenship councils and traditional councils functional as per their functionality criteria and indicators

• Each structure of traditional leadership at all levels of the institution will be assessed on the different elements outlined in the functionality assessment tool of each structure against the prescribed functionality indicators and criteria to determine if 75% of the structures are functional.

Purpose/importance To ensure that the structures of traditional leadership are functional and achieve their developmental mandate and contribute to Chapter 12

Source/collection of data

Data sources: Houses of traditional leaders, kingship and queenship councils and traditional councils, provincial departments responsible for traditional leadership, municipalities in areas of jurisdiction of traditional leadership and members of traditional communities.

Data collection: assessment of all houses of traditional leaders, kingship, queenship and traditional councils against functionality indicators of each using the functionality assessment tool.

Method of calculation

For Houses of Traditional Leaders: The number of houses of traditional leaders (national, provincial and local houses) that are functional divide by total number of houses of traditional leaders/denominator (33) multiply by 100.

For kingship/queenship councils: The number of kingship/queenship councils that are functional divide by total number of kingship and queenship councils/denominator (11) multiply by 100.

For traditional councils: The number of traditional councils that are functional divide by total number of traditional councils/denominator (829) multiply by 100.

Data limitations• Dependency on the availability and response rate of research participants

• Reliability and validity of the research/assessment results



Reporting cycle Annually

New indicator Yes

Desired performanceStructures of traditional leadership achieve their developmental role and are accountable to their communities

Indicator responsibility DDG: Institutional Support and Coordination

92



Community development-oriented and sustainable institution of traditional leadership

Indicator title

% of traditional councils and local houses of traditional leaders effectively and meaningfully participating in local municipalities IDP processes and projects

that enhance service delivery and socio-economic development in their areas of jurisdiction by 2030

Short definition75% of traditional councils and local houses of traditional leaders participating effectively and meaningfully in local municipalities IDP processes and projects that enhance service delivery and socio-economic development in their areas of jurisdiction by 2030

Purpose/importance To promote socio-economic development of traditional communities


Data sources: Municipality officials in areas of jurisdiction of traditional leaders, Heads of structures of traditional leadership, traditional leaders and members of traditional communities.

Data collection: A tool on the criteria for effective and meaningful participation of traditional councils and local houses of traditional leadership in local municipalities IDP processes and projects that enhance service delivery and socio-economic development in their areas of jurisdiction will be developed. The tool will be used to assess each traditional council and local house of traditional leadership on this indicator.


The actual number of traditional councils and local houses of traditional leaders participating in local municipalities IDP processes and projects that enhance service delivery and socio-economic development in their areas of jurisdiction divided by total number of TCs (829) and total number of local houses (101) multiply by 100 by 2030

Data limitations Reliability and validity of the data




New indicator Yes

Desired performanceHarmonious working relations between the institution of traditional leadership and elected municipal leaders in service delivery and socio-economic development initiatives within traditional communities


Indicator title% of TCs and Local Houses of Traditional Leaders with a minimum of 1 socio-

economic development programme that benefits communities initiated and led by the institution of traditional leadership by 2030

Short definition50% of TCs and Local Houses of Traditional Leaders with a minimum of 1 socio-economic development programme that benefits communities initiated and led by the institution of traditional leadership by 2030

Purpose/importance To promote socio-economic development of traditional communities

93


ANNEXURES

Indicator title% of TCs and Local Houses of Traditional Leaders with a minimum of 1 socio-

economic development programme that benefits communities initiated and led by the institution of traditional leadership by 2030


Data sources: Traditional councils, Local Houses of Traditional Leaders, provincial departments responsible for traditional affairs, municipalities in areas of jurisdiction of traditional leaders and members of traditional communities

Data collection: Definition of a socio-economic development programme initiated by traditional leaders will be developed subsequently conduct an audit of socio-economic development programmes within traditional communities that qualify in terms of the definition.


The number of TCs and Local Houses of Traditional Leaders with socio-economic development projects initiated and led by traditional leaders divide by total number of houses of traditional leaders and traditional councils/denominator (33 and 829 respectively) multiply by 100.

Data limitationsAvailability and reliability of data showing that the projects were initiated and are led by traditional leaders and benefit traditional communities and not individual traditional leaders




New indicator Yes

Desired performance Traditional leaders leading and taking initiative in the development of their communities



Inclusive, transformed, stable and cohesive traditional and interfaith communities

Indicator title% of kingships/queenships with functional systems to resolve traditional leadership

disputes and claims by 2030

Short definition50% of kingships/queenships with functional systems to resolve traditional leadership disputes and claims by 2030

Purpose/importance To bring stability within traditional communities i.r.t. traditional leadership disputes


Data sources: Royal families/ DTA database of traditional leadership disputes, Provincial Departments responsible for traditional affairs

Data collection: auditing of each kingship/queenship to establish if they have effective and functional systems for resolution of traditional leadership disputes and claims as a family.

Method of calculationNumber of traditional communities/royal families without unresolved disputes divided by the total number of communities/royal families per level of traditional leadership multiply by 100

Data limitations Unavailability of or unreliable data from provinces



Reporting cycle Every five years

New indicator Yes

94


Indicator title% of kingships/queenships with functional systems to resolve traditional leadership

disputes and claims by 2030

Desired performanceStability within traditional communities i.r.t. traditional leadership succession disputes and disputes resolved by royal families rather than the courts

Indicator responsibility DDG: Research, Policy and Legislation

Indicator title

Number of traditional leadership structures displaying zero tolerance to harmful and discriminatory cultural and interfaith practices; supporting the transformation agenda

(i.e. gender equity and women empowerment) and complying with the minimum requirements of the Traditional Leadership Governance Framework Act i.r.t. gender

equity by 2030

Short definition

20 traditional leadership structures and communities displaying zero tolerance to harmful and discriminatory cultural and interfaith practices; supporting the transformation agenda (i.e. gender equity and women empowerment) and complying with the minimum requirements of the Traditional Leadership Governance Framework Act i.r.t. gender equity by 2030.

Purpose/importance

To inform and capacitate traditional leadership structures and communities to promote and respect the rights of all members of their communities regardless of gender, age, religion, race and sexual orientation as prescribed in the Bill of Rights and to comply with national and international policies of gender equity, women empowerment and protection of vulnerable groups (children, women/girls, LGBTIs)


Sources of data: Provincial departments responsible for traditional affairs, media reports, traditional communities and traditional leadership structures

Data collection: community surveys and other types of reports on reaction of different traditional communities and structures to harmful and discriminatory cultural and interfaith practices and promotion of good practices.


Data limitationsDependency on external institutions to provide data, and the data may not be available or reliable

Type of indicator Outcome indicator



New indicator Yes

Desired performanceBill of rights promoted by traditional communities to avert any form of discrimination against women, children and marginalized persons in their areas as well as harmful cultural and religious practices

Indicator responsibility DDG: Research, Policy and Legislation

95


ANNEXURES


Development-oriented, effective and efficient Department

Indicator title% of the sampled traditional communities’ participants responding positively about services/programmes of the Department and indicating that they make an impact in

their communities by 2030

Short definition

75% of the sampled traditional communities’ participants in the survey responding positively about services/programmes of the Department and the institution of traditional leadership and indicate that the services/programmes make positive impact in their communities by 2030

Purpose/importance To advance have effective governance systems that support development of traditional communities


Data sources: members of traditional communities, traditional leaders and structures of traditional leadership

Data collection: conduct citizens satisfaction survey within traditional communities about services/programmes of the Department and to establish if they make positive impact in their communities.

Method of calculationNumber of sampled traditional communities participants that responded positively about services/programmes of the Department and indicating that they make an impact in their communities divide by total number of participants in the survey/denominator multiply by 100

Data limitations Reliability and validity of data collection processes/tools and results




New indicator Yes

Desired performanceDepartmental governance systems and values supporting development of traditional communities and Batho Pele principles

Indicator responsibility Chief Director: Office of the Director-General

96


5. NEW STRATEGIC OBJECTIVES AND OBJECTIVE STATEMENTS PER PRO-GRAMME

5.1. Programme: Administration

Strategic Objective To improve departmental corporate governance systems by 31 March 2020


To obtain unqualified audit opinions for both financial and pre-determined objectives performance annually throughout the 2014-2019 MTSF and ensure that there is a functional system for alignment of national and provincial traditional affairs strategic plans and monitoring of performance on core sector indicators

IndicatorsNumber of unqualified audit outcomes for both financial and pre-determined objectives performance from 2014/15-2019/20

Outputs5 unqualified audit outcomes for both financial and pre-determined objectives performance from 2014/15-2019/20

BaselineUnqualified audit opinion for pre-determined objectives in 2013/14, 2014/15 and 2015/16 Financial Years

JustificationTo achieve good governance and ensure that traditional affairs policies and programmes have impact

Links with NDP GoalsChapter 13: Building a capable and developmental state



Outcome 12: An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship

TECHNICAL INDICATOR DESCRIPTION

Indicator titleNumber of unqualified audit outcomes for both financial and pre-determined

objectives performance from 2014/15-2019/20

Short definition5 unqualified audit outcomes for both financial and pre-determined objectives performance from 2014/15-2019/20

Purpose/importance To improve performance, image and reputation of the Department and the sector


Data sources: AG reports

Data collection: Opinions expressed by the AG on financial performance and performance on predetermined objectives of the Department annually throughout the MTSF period



Type of indicator outcome



New indicator Yes

Desired performanceUnqualified audit opinion expressed by the AG annually on both performance information and financials and achievement of consolidated sector indicators

Indicator responsibility CD:ODG and CFO

97


5.2. Programme: Research, Policy and Legislation

Strategic ObjectiveTo enhance information management of faith structures, traditional leadership

institutions and communities by 31 March 2020

Objective Statements To establish information hub; provide and manage information on faith structures, traditional leadership institutions and communities through research and other information collection and management methods

Indicators% implementation of the Faiths and Traditional Leadership Institutions Research Agenda by 31 Mar 2020

Outputs100% implementation of the Faiths and Traditional Leadership Institutions Research Agenda by 31 Mar 2020


JustificationTo inform planning and policy and legislation development as well as regulations of the traditional affairs sector





Objective Statements The objective entails implementation of systems to reduce traditional leadership disputes and claims and finalization of all the CTLDC claims and disputes by 31 Mar 2020

Indicators% implementation of the Framework for Resolution of Traditional Leadership Disputes and Claims by 31 Mar 2020

Outputs100% implementation of the Framework for Resolution of Traditional Leadership Disputes and Claims by 31 Mar 2020

Baseline Draft Framework for traditional leadership disputes and claims

JustificationIf the royal families will have systems to manage and resolve traditional leadership disputes and claims there will be stability within communities and rightful heirs will focus on their developmental work




98

ANNEXURES


RPL: TECHNICAL INDICATORS DESCRIPTIONS FOR STRATEGIC OBJECTIVES

Strategic Objective: To enhance information management of faith structures, traditional leadership institutions and communities by 31 March 2020

Indicator title% implementation of the Faiths and Traditional Leadership Institutions Research

Agenda by 31 Mar 2020

Short definition100% implementation of the Faiths and Traditional Leadership Institutions Research Agenda by 31 Mar 2020

Purpose/importance To ensure that there is readily available information on the traditional affairs sector for planning and policy development

Source/collection of dataProvincial Departments responsible for traditional affairs, structures of traditional leadership, DTA entities and other countries

Means of verification Research reports

Method of calculationActual number of research conducted and research reports available out of the total identified research focus areas/ topics in the research agenda multiply by 100

Data limitations Availability of accurate data




New indicator Yes

Desired performanceReadily available, accessible and accurate information on all elements of traditional affairs for planning and policy development

Indicator responsibility Chief Director: RIM

Strategic Objective: To reduce the number of traditional leadership disputes and claims by 31 March 2020

Indicator title% implementation of the Framework for Resolution of Traditional Leadership Disputes

and Claims by 31 Mar 2020

Short definition100% implementation of the Framework for Resolution of Traditional Leadership Disputes and Claims by 31 Mar 2020

Purpose/importance To ensure that kingships/queenships, houses of traditional leaders and traditional councils have systems to resolve disputes and claims


Data sources: National Commission on Traditional Leadership Disputes and Claims and Provincial Traditional Leadership Disputes and Claims Committees, Provincial departments responsible for traditional affairs.

Data collection: Audit of all kingships/queenship royal families for disputes and claims

Means of verification Reports on kingships/queenships royal families without disputes

Method of calculationNumber of kingships/queenships royal families without traditional leadership disputes divide by total number of kingships/queenships (11)/denominator multiply by 100

Data limitations Dependency on royal families reliability of the data submitted by the Committees


99


Indicator title% implementation of the Framework for Resolution of Traditional Leadership Disputes

and Claims by 31 Mar 2020



New indicator Yes

Desired performance Stable traditional communities without traditional leadership disputes and claims

Indicator responsibility Secretary of NHTL and CTLDC? Is it not RIM(Welile component)

5.3. ISC Strategic Objective Statements

Strategic Objective To increase the number of functional structures of traditional leadership by 31 March

2020

Objective StatementThe objective entails increasing the number of functional TCs from 166 to 500 by 31 Mar 2020

Indicators Increase in the number of functional TCs by 31 Mar 2020

Outputs Number of functional TCs increased from 166 to 500 by 31 Mar 2020

Baseline 166 TCs functional

JustificationFunctional structures of traditional leadership will improve governance of the TCs and subsequently contribute to rural development and service delivery in traditional communities

Links with NDP Chapters and Goals

Chapter 6: Inclusive Rural Economy


Outcome 9: responsive, accountable, effective and efficient local government system


ISC STRATEGIC OBJECTIVES TECHNICAL INDICATOR DESCRIPTIONS

Indicator title Increase in the number of functional TCs by 31 Mar 2020

Short definition Number of functional TCs increased from 166 to 500 by 31 Mar 2020

Purpose/importance To improve governance of traditional councils and ensure that they perform their legislated functions

Source/collection of dataData sources: Traditional councils, municipalities and traditional community members

Data collection: conduct assessments of functionality of selected traditional councils


Data limitations TCs might not provide reliable information



Reporting cycle After every five years

New indicator Yes

Desired performance Traditional councils accountable, transparent and performing their legislated functions

Indicator responsibility CD: Partnership

100

ANNEXURES


5.4. NHTL Strategic Objective Statements

Strategic ObjectiveTo promote transformation agenda and socio-economic development within traditional

leadership structures and communities by 31 March 2020


The objective entails 100% implementation of the projects within Traditional Leadership Transformation and Socio-Economic Development programme in 20 communities by 31 Mar 2020, namely providing information and capacitating:

• 7 Provincial houses of traditional leaders to promote and support the rights of vulnerable groups (women, children, girls, boys, LGBTI) within traditional communities,

• 20 traditional communities to promote and support the rights of vulnerable groups (women, children, girls, boys, LGBTI) within traditional communities

• 100 women traditional leaders and wives of traditional leaders capacitated on the transformation agenda (their rights on discriminatory customs, cultures and practices)

• 20 traditional communities on food security and HIV/AIDS

Indicators% implementation of the projects in the Traditional Leadership Transformation and Socio-Economic Development programme in 20 communities by 31 Mar 2020

Outputs100% implementation of the projects in the Traditional Leadership Transformation and Socio-Economic Development programme in 20 communities by 31 Mar 2020


Justification

• Rights of vulnerable groups in traditional communities should not be violated as a result of harmful and discriminatory cultural practices

• Women empowerment in line with the government’s transformation agenda

• Enhancement of rural development




Strategic Objective To reduce the number of deaths and injuries resulting from cultural initiation practice

to zero by 31 March 2020

Objective StatementsThe objective entails reducing the number of deaths and injuries resulting from initiation cultural practice through implementation of the National Initiation Intervention Plan by 31 Mar 2020

Indicators % implementation of the National Initiation Intervention Plan by 31 Mar 2020

Outputs 100% implementation of the National Initiation Intervention Plan by 31 Mar 2020

Baseline Ten Point Plan on initiation 2015

JustificationTo ensure that the customary initiation practice does not lead to loss of lives and injuries of initiates

Links with NDP Chapters NDP Chapter 15: Nation Building and Social Cohesion


Outcome 14

Nation Building and Social Cohesion

101


NHTL TECHNICAL INDICATORS DESCRIPTIONS FOR STRATEGIC OBJECTIVES

Strategic Objective: To promote transformation agenda and socio-economic development within traditional leadership structures and communities by 31 March 2020

Indicator title% implementation of the projects in the Traditional Leadership Transformation and

Socio-Economic Development programme in 20 communities by 31 Mar 2020

Short definition100% implementation of the projects in the Traditional Leadership Transformation and Socio-Economic Development programme in 20 communities by 31 Mar 2020

Purpose/importance To empower traditional leadership structures, vulnerable groups and citizens within traditional communities to act against harmful and discriminatory cultural and interfaith practices

Source/collection of dataSources: Traditional Councils and Provincial Departments responsible for Traditional Affairs

Data collection: Questionnaires send to TCs

Means of verificationReports structures of traditional leadership on the Traditional Leadership Transformation and Socio-Economic Development programme

Method of calculationNumber of projects in the Traditional Leadership Transformation and Socio-Economic Development programme implemented in 20 communities divided by total number of projects in the programme (denominator) multiply by 100

Data limitationsnon-approval of gate keepers (traditional leaders) to roll out the programme in their communities and non-availability of targeted groups for implementation of the programme




New indicator Yes

Desired performance Traditional communities standing against harmful cultural and interfaith practices

Indicator responsibility Secretary of the NHTL and Chief Director: RIM

Strategic Objective: To reduce the number of deaths and injuries resulting from cultural initiation practice to zero by 31 March 2020

Indicator title % implementation of the National Initiation Intervention Plan by 31 Mar 2020

Short definition 100% implementation of the National Initiation Intervention Plan by 31 Mar 2020

Purpose/importance To reduce deaths and injuries resulting from initiation cultural practice

Source/collection of dataProvincial Houses of Traditional Leaders, Provincial Departments of Health and provincial departments responsible for traditional affairs

Means of verificationSigned off annual reports of statistics on initiation deaths and injuries by heads of provincial departments responsible for traditional affairs


Data limitations Unreliable, invalid and unavailability of data



Reporting cycle Bi-annually

New indicator Yes

Desired performance Zero deaths and injuries resulting from cultural initiation practice

102

ANNEXURES


Indicator responsibilitySecretary of National House of Traditional Leaders and CTLDC

Chief Director: RIM (For statistical data)

5.5. CTLDC Strategic Objective Statements


Objective Statements The objective entails finalizing the 1244 disputes and claims cases lodged with the CTLDC

Indicators % of the total number of CTLDC claims and disputes cases finalised by 31 march 2020

Outputs100% of the 1244 CTLDC claims and disputes cases finalised by 31 March 2020 and closeout report developed

Baseline 1000 of the 1244 disputes and claims finalised

JustificationIf the CTDLC cases are finalised there will be stability within communities and the rightful heirs will focus on their developmental work




CTLDC STRATEGIC OBJECTIVES TECHNICAL INDICATOR DESCRIPTIONS

Strategic Objective: To reduce the number of traditional leadership disputes and claims by 31 March 2020

Indicator title Number of the CTLDC claims and disputes cases finalised by 31 March 2020

Short definition 1244 CTLDC cases finalised and closeout report developed

Purpose/importance To bring stability within royal families

Source/collection of data CTLDC

Means of verification

• CTLDC close-out report on each of the 1244 cases with recommendations

• 1244 reports of the CTLDC indicating that all cases were investigated and recommendations sent to Premiers in the case on traditional leadership cases below kingship/queenship and to the President in the case of kingships/queenships

Method of calculation Cases resolved divided by the denominator (1244) multiply by 100

Data limitations

• Dependency on Premiers communicating the decisions recommended by the CTLDC to the relevant claimants which delays finalization of the cases

• Litigations from those that the CTLDC recommendations are not favorable




New indicator Yes

Desired performance Stable traditional communities without traditional leadership disputes and claims

Indicator responsibility Secretary of CTLDC

103


ANNEXURE B: ACRONYMS AND ABBREVIATIONS

Acronym Full name

AG Auditor General

APP Annual Performance Plan

B2B Back to Basics approach

CBS Capacity Building Strategy

CD Chief Director

CFS Corporate and Financial Services

CFO Chief Financial Officer

CGE Commission on Gender Equality

CGF Corporate Governance Framework

CoGTA Cooperative Governance and Traditional Affairs

CRLRCCommission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities

CTLDC Commission on Traditional Leadership Disputes and Claims

CONTRALESA Congress of Traditional Leaders of South Africa

DBSA Development Bank of Southern Africa

DAFF Department of Agriculture, Forestry and Fisheries

DCoG Department of Cooperative Governance

DDG Deputy Director-General

DELC Departmental Executive Leadership Committee

DIO Deputy Information Officer

DIRCO Department of International and Cooperative Relations

DG Director-General

DPSA Department of Public Service Administration

DPME Department of Planning, Monitoring and Evaluation

DTA Department of Traditional Affairs

ENE Estimates of National Expenditure

FY Financial year

IDP Integrated Development Plan

ID&CB Institutional Development and Capacity Building

ICT Information and Communication Technologies

IGMP Integrated Governance and Management Plan

ISC Institutional Support and Coordination

KPI Key Performance Indicator

LGBTI Lesbian, gay, bisexual, transgender and intersex

LGTAS Local Government Turnaround Strategy

LGSETA Local Government Sector Education and Training Authority

MANCO Departmental Management Committee

104

ANNEXURES


Acronym Full name

MINMEC Minister and Members of Executive Councils Committee

MoA Memorandum of Agreement

MoU Memorandum of Understanding

MP Member of Parliament

MPAT Management Performance Assessment Tool

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

NDP National Development Plan

NKC National Khoi-San Council

NICSA National Interfaith Council of South Africa

NHTL National House of Traditional Leaders

National House National House of Traditional Leaders

ODG Office of the Director-General

PAIA Promotion of Access to Information Act

PAJA Promotion of Administrative Justice Act

PMOPIE Policy on Monitoring Organisational Performance Information and Evaluations

PHTL Provincial House of Traditional Leaders

PHTLs Provincial Houses of Traditional Leaders

PIM Performance Information Management

PMDS Performance Management and Development Systems

Provincial House Provincial House of Traditional Leaders

Provincial Houses Provincial Houses of Traditional Leaders

RIM Research and Information Management

P&L Policy and Legislation

RPL Research, Policy and Legislation

SAHRA South African Heritage Resources Agency

SALGA South African Local Government Association

SMS Senior Management Service

SCCH Social Cohesion, Culture and Heritage

SOOG Strategic outcome-oriented goal

SOOGs Strategic outcome-oriented goals

SOP Standard Operating Procedures

SWOT Strengths, weaknesses, opportunities and threats

TC Traditional Councils

TCs Traditional Council

TLGFA Traditional Leadership and Governance Framework

TKLB Traditional and Khoisan Leadership Bill

105

My Tradition My Pride106

NOTES

NOTES


STRATEGIC OVERVIEW

NOTES


Part A

NOTES

Compiled and Distributed byDepartment of Traditional AffairsPrivate Bag X 804Pretoria0001South AfricaTel: 012 334 5859Fax: 086 204 6886www.dta.gov.za

RP60/2017ISBN: 978-0-621-45239-6

annual - cogta.gov.za

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