click to edit master subtitle style 4/26/12 cogta annual performance plan 2012/13 and strategic plan...

Click to edit Master subtitle style

4/26/12

CoGTA Annual performance plan 2012/13 and strategic plan 2012-2013 presentation to the SELECT committee on cooperative governance and traditional affairs

24 APRIL 2012

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1. Strategic direction and approach2. Detailed departmental Goals and Strategic

Objectives3. Overview of Financial allocations 20114. DCoG Specific Activities per Programme 5. DTA Specific Activities per Programme 6. Conclusion

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1. Strategic direction and approach2. Detailed departmental Goals and Strategic Objectives3. Overview of Financial allocations 20114. DCoG Specific Activities per Programme 5. DTA Specific Activities per Programme 6. Conclusion

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

Strategic Direction and Approach

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Strategic Goals Related Strategic ObjectivesStrategic Goal 1: A policy platform that provides a differentiated approach to municipal financing, planningand support is implemented

•Improve the system of disaster risk management;• Ensure the availability of the policy framework for differentiation;• Facilitate the development of credible and simplified IDPs informed by the unique nature of municipalities; and• Inculcate the culture of disaster risk reduction and resilience.

Strategic Goal 2: Improved access to basic services

•Ensure increased access to basic electricity, refuse removal, water and sanitation;• Establish partnership and mechanisms to improve services; and• Support sector departments provinces and municipalities to improve access to basic services.

Strategic Goals and Related Objectives of the Department of Cooperative

Governance (DCoG)

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Strategic Goals Related Strategic ObjectivesStrategic Goal 3: Implementation of the CommunityWork Programme

Ensure creation of 332 500 work opportunities by 2014.

Strategic Goal 4: Local democracy through a refined Ward Committee model is deepened

Review and strengthen a legislative framework for ward committees and community participation.


Governance (DCoG)

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Strategic Goals Related Strategic ObjectivesStrategic Goal 5: Administrative and financialcapabilities of municipalities are enhanced

Strengthen anti-corruption capabilities of municipalities;• Implement initiatives to improve financial management and expenditure;• Improve the Audit outcomes of Municipalities and Provinces; and• Review and amend municipal policy and legislation to improve institutionaland administrative systems


Governance

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Strategic Goals Related Strategic Objectives

Strategic Goal 6: Strengthen the cooperativegovernance and provide oversight and support toprovincial and local government

Implement new policy and legislation to strengthen cooperative governance;• Review local government policy and legislation;• Establish an integrated information and communication management system;• Coordination of capacity building and support initiativesto improve municipal institutional and administrative capacity;• Provide technical policy and research support to the DCoG mandate;• Provide support and oversight to public entities;• Promote spatial integration in development planning;• Facilitate the implementation of geographic information management systems;• Ensure integrated planning and reporting; and• Implement new policy and legislation to strengthen cooperative governance;


Governance

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Strategic Goals and Related Objectives of the Department of Cooperative Governance (DCoG)

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Strategic Goals Related Strategic ObjectivesStrategic Goal 8: Improved coordination ofinterventions impacting on local government

Provide focused support to municipalities based on evidence of municipal performance;• Build clean, effective, efficient, responsive and accountable local government;• Promote sustainable development principles and practices in local government

Strategic Goal 9: Facilitate Economic Development atlocal level

Support job creation at a local level through a system supportive of privatesector sustainable employment creation.

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

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

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List of priority Municipalities per Province

1010

Province District MunicipalitiesEastern Cape Alfred Nzo DM

OR Tambo DMChris Hani DMJoe Gqabi DMAmathole DM

Kwazulu-Natal Zululand DMAmajuba DMuThukela DMSisonke DMUgu DMiLembe DMuThungulu DMUmkhanyakude DMUmzinyathi DM

Limpopo Mopani DMCapricon DMGreater Sekhukhune DMVhembe DM

Mpumalanga Enhlanzeni DMNorth West Ngaka Modiri Molema DM

Dr Ruth Segomotsi Mompati DMNorthern Cape Kgalagadi DM

Xhariep DM

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CoGTA Budget Estimates

1111

2012/13 2013/14 2014/15

R million Total to be appropriate

d

Current payments

Transfers and

subsidies

Payments for capital

assets

Total Total

MTEF allocation

Administration 201.4 196.5 0.1 4.8 212.8 225.5

Policy, Research and Knowledge Management

46.1 39.8

–

6.3 48.7 52.0

Governance and Intergovernmental Relations

37 981.9 30.8 37 951.1 0.0 40 694.6 43 758.0

Disaster Response Management

555.2 43.1 510.0 2.2 586.9 622.1

Provincial and Municipal Government Systems

284.7 54.6 230.1

–

297.8 314.7

Infrastructure and Economic Development

15 544.2 1 656.6 13 881.6 6.0 16 858.1 18 737.3

Traditional Affairs 102.1 67.5 34.2 0.4 105.1 112.4

Total expenditure estimates

54 715.6 2 088.9 52 607.2 19.6 58 804.1 63 821.9

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ADMINISTRATION

Clean Audit Opinion Implement the revised Internal Audit and Risk Management plan and fraud prevention Plan

Implementation of the HR Plan

TransferpaymentsMade according tothe DoRA

Establishedand functionalfinancialgovernancestructures

Profile the department across Government and to the public at large

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Specific Activities per Programme

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ADMINISTRATION

Support Provinces and Municipalities with Communication Capacity Support M&E structure at provinces

Implementation of the HR PlanConduct periodic reporting to on outcome 9 and LGTAS through the POA and section 48 reporting

Establish a solid platform that will enable focused ICT support to municipalities

1313


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Policy, Research and Knowledge Management

Support ICT development at municipal level

Develop Knowledge Management Strategy

Develop policy papers in support of branch commissioned research

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Developa White Paperon CooperativeGovernance

Implement theIntergovernmentalRelationsFramework Act

ProposedBill on Support,Monitoring andInterventionsproduced

Draft Bill on National Monitoring, Support and Intervention in Provinces and Municipalities developed

Bill on the Refinedlegislative legislativeframeworkfor ward committeesAnd communityparticipation

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Provinces andMunicipalitiessupportedWith implementingthe national framework for out of pocket expenses for ward committees

Ward committees Supported to develop ward level operationalplans Municipalities in the identified districts supported to enhance their revenue opportunities

Implementthe MunicipalProperty RateAct (MPRA)

MunicipalPropertyRates AmendmentBill finalised forconsiderationby Cabinet

Municipalities supported with monitoring of MIG expenditure

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EstablishPartnerships with relevant agencies and provinces to fight corruption

Percentage ofmunicipalitiesWith establishedand functionalAudit committees

Number of existing ethicscommitteestrained in municipalities

Percentage ofmunicipalitiesWith establishedand functionalMPAC’s

Monitor and Evaluate corruptiontrends in municipalities and provincial departments

Secure internationalResources to supportthe key programmesand outputs of thedepartment

1717


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National Disaster Management Centre

Develop IntegratedNational DisasterRisk ManagementEducation and Training Framework

Amendmentof the DisasterManagementAct

FireServiceslegislationrevised bytarget date

MacroNational IndicativeRisk and vulnerability profile developed for floods, fires, drought and seismic activity

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Provincial and Municipal Government Support

Assessmentreport on theperformanceof the DCoG’spublic entities

RegulationsSetting uniformstandards for all municipal employeesdeveloped

Municipalitiessupported todevelop andimplementrecruitmentand retentionstrategies

Trainingprogrammesimplementedfor councillordevelopment

Municipalitiessupported todevelop technicalskills

Municipalitiesmonitored tofill vacanciesin terms ofMunicipal SystemsAmendment Act

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Provincial and Municipal Government Support

Municipalitiesmonitored tofill vacanciesin terms ofMunicipal SystemsAmendment Act

NationalFramework on theProfessionalisationof localgovernment

Municipalitiessupported topilot the revisedIDP framework

Municipalitiessupportedto buildGeographicalInformationSystems(GIS)capacity

NationalIntergovernmentalPlanningframework toimprove sectorparticipation inthe IDP process

Provincessupported withIDP assessments

2020


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Municipalities inwhich CWP isimplemented inat least 2 wards

Business DevelopmentForums supported indistrict municipalities

Workopportunitiescreated throughCWP

Municipalities which havesigned MoUs of businessadopt a municipality

Number of signedMoUs implemented andmonitored of businessadopt a municipality

Strategicpartnerships formed tosupport the developmentof cooperatives

2121


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Municipalitiessupported with theclean cities andtowns programme

Standard National Indigent Register for FBS programme was not developed

Reportingof basic servicesthrough thecoordinationof sectors andstakeholders

Number of district and local Municipalities supported in the implementation of comprehensive infrastructure plansDistrict ruralMunicipalities supported to improve on MIGnon-financial performance

2222


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Strategic Goals• Empowered traditional communities• Effective governance systems for traditional affairs• Sustainable partnerships and collaboration for

service delivery• Effective Department of Traditional Affairs• Transformation of Traditional Authorities

Strategic Goals and Related Objectives of the Department of Traditional

Affairs (DTA)

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Related Strategic Objectives• Ensure that traditional communities are empowered by reviewing and

developing the national support programme for traditional communities and governance structures.

• Promote and integrate the role and place of traditional affairs and the institution of traditional leadership. Including Khoi-San Leadership, in the South African governance system by establishing synergetic relations with other governance structures across the three spheres of government

• Support DTA entities, by ensuring that they play a central role towards development and service delivery

• Enhance alignment and standardization in the regulatory, institutional and support framework for traditional affairs across provinces and municipalities; and

• Enhance knowledge management within traditional affairs.

Strategic Goals and Related Objectives of the Department of Traditional

Affairs (DTA)

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Research, Policy and Legislation

Compliancereport on theimplementationof theTraditionalLeadershipGovernanceand FrameworkAct developed

Numberof Socio-EconomicProvincialprofiles onTraditionalAffairsdeveloped

Gazetteon the formulafor kingship/queenshipcouncils

ApprovedPolicy on maleinitiation

NationalTraditionalAffairs Billpublished andconsulted on NationalTraditionalAffairs Billpublished andconsulted ones

Gazetteon theregulationson roles andfunctions ofkings andqueens

2525

DTA Specific Activities per Programme

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Institutional Support and Coordination

TraditionalAffairs SectorStrategydeveloped,implementedand reviewed

CapacityBuilding Planimplemented

Reporton theimplementationof Assessmentfindings

NHTLsupported onidentified areas

PartnershipStrategydeveloped,implementedand reviewed 2

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DTA Specific Activities per Programme

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Transforming Traditional Authorities

Restoration of the dignity of the traditional and Khoisan leaders and communities

Traditional leadership and structures

Partnerships and effective participation of the cultural, religious and linguistic communities in provincial and local government

Affirmation of the traditional and khoisan communities through the empowerment programme.

Improve Governance capacity and capabilities

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Transforming Traditional Authorities

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Conclusion

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

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Thank You!!

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