department of co-operative governance and traditional affairs

Department of Co-operative Governance Department of Co-operative Governance and Traditional Affairsand Traditional Affairs

30 June 200930 June 2009

Presentation to the Select Committee (NCOP)Presentation to the Select Committee (NCOP)

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DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRSDEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

Overview of the presentation:1. Purpose of the dplg

a) Key focus areas;b) Strategic objectives;

2. Performance for the year 2008/09a) Branches;b) Performance;

3. Additional highlights4. Strategic lessons

5. Priorities for 2009/106. Vote 29 MTEF Budget Review7. Interventions requiring legislative involvement8. Implication of proposed changes.

Looking Back

Looking Ahead

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Purpose of the presentation:

• Provide feedback on the performance of the department for the 2008/9 financial year; and

• Provide an overview of the strategic priorities of the new Department of Co-operative Governance and Traditional Affairs.

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PURPOSE OF THE DEPARTMENT OF PROVINCIAL AND LOCAL

GOVERNMENT (DPLG)

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Purpose :

a) Develop appropriate policies and legislation to promote integration in government’s development programmes and service delivery;

b) Provide strategic interventions, support and partnerships to facilitate policy implementation by provincial and local government; and

c) Create enabling mechanisms for communities to participate in governance.

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Key focus areas of the dplg:

• Policy;• Traditional leadership;• Local Government• Provincial government;• Service delivery and development targets;• Capacity building and hands-on support;• Public participation;• Stakeholder mobilisation;• Monitoring and evaluation;• Knowledge management and innovation; and• Organisational capability and performance.

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Strategic objectives of the dplg:

1. To build and enhance the governance system in order to enable sustainable development and service delivery;

2. To oversee the implementation of the intergovernmental programme of support to the Institution of Traditional Leadership to perform their constitutional mandate;

3. To build and strengthen the capability and accountability of provinces and municipalities to implement their constitutional mandate;

4. To monitor, evaluate and communicate the impact of government programmes in municipal areas in order to enhance performance, accountability and public confidence; and

5. To strengthen the dplg’s organisational capability and performance to deliver on its mandate.

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ASSESSMENT OF PERFORMANCE FOR THE FINANCIAL YEAR 2008/09

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2008/09 Performance Branches within the dplg:

1. Governance, Policy and Research;2. Free Basic Services and Infrastructure;3. Systems and Capacity Building;4. Urban and Rural Development;5. Monitoring and Evaluation; and6. Corporate Services.

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WHAT WE PROMISED TO DO IN THE 2008/09 FINANCIAL YEAR?

PROJECTS PROGRESS INTENDED RESULTS

1. Support cooperative

governance and sound

intergovernmental practices by

producing a white paper on

provincial and local

government for adoption by

Cabinet by the end of March

2009.

The Policy Review on Provincial

and Local Government was

submitted to the January 2009

Cabinet Lekgotla and is to be

considered by the new

government.

The Policy Review will result in a

refined policy and regulatory

framework for provincial and local

government so that communities

may fully benefit from improved

municipal performance.

2. Support government reforms

in the Democratic Republic of

Congo (DRC) by implementing 3

support interventions on organic

law on decentralization by March

2009.

Conducted support interventions

including a communications plan

during March 2009, mobilization

of donors (GTZ) and proposed a

conference on decentralization.

Assisting the DRC to implement

and develop organic law on

decentralization.

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3. Implement a government wide

national support programme for

the institution of traditional

leadership and Khoi-San

communities by the end of

2008/9, in order to strengthen

their role in service delivery and

development.

Policy on Khoi-San was approved

by Cabinet in December 2008

and capacity building and skills

development initiated.

Enhanced participation of the

institution of traditional leadership

and Khoi-San in service delivery

and development.

4. Strengthen the role of

traditional leaders in service

delivery and development by

implementing a comprehensive

skills development programme

over the next 3 years.

Training material for skills

development in service delivery

and development for traditional

leaders was developed.

Enhanced participation of the

institution of traditional leadership

in service delivery and

development.

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5. Contribute to growth in the

local economy and to poverty

reduction by increasing the

number of municipalities with

credible IDPs, LED strategies

and targeted projects from 224

(79%) to 283 (100%) by March

2009.

IDP Analysis was done in one

province, the remaining provinces

will be done in 2009/10 financial

year.

Improved growth in the local

economy and poverty reduction

by integration and coordination of

planning within the local

government sphere.

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6. Develop and project manage a coordinated effort across the three spheres of government to meet national service delivery targets per municipality.

• A National Strategic Framework for Comprehensive Municipal Infrastructure Management and a CIP compilation guide and template was developed and communicated;

• 29 of the 52 district/metro spaces CIPs have been collaborated;

• Support interventions to under-spending municipalities were provided and led to most municipalities recording 100% expenditure of MIG;

• Infrastructure plans of municipalities in Limpopo, KwaZulu-Natal and Eastern Cape were assessed; and

• Effective management of the Municipal Infrastructure Grant.

• Put in place 52 district/metro areas’ Comprehensive Infrastructure plans;

• Develop a system for publishing information on household access to basic services and free basic services;

• Support under-spending municipalities to improve on their expenditure; and

• Move towards universal access to basic services.

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7. Complete funding model for ward committees and undertake assessment of ward committees in provinces.

• Ward Committee funding model developed and gazetted for public comments; and

• Data base on ward committees developed.

• Strengthen public participation in local governance; and

• Functional ward committees.

8. Complete a study on the implementation of Free Basic Services in selected municipalities and assess municipal indigent policies and registers.

• Final study completed and presented to stakeholders;

• Framework for developing qualifying criteria for municipal indigents completed; and

• Preliminary report on the status and quality of municipal indigent registers developed.

• Provision of free basic services to all indigent households – projected to be achieved by 2010/11 depending on infrastructure roll-out.

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9. Finalisation and implementation of the National Capacity Building Framework (NCBF).

• NCBF finalised and launched in June 2008; and

• Consultations held with all 9 Provincial Departments of Local Government / Cooperative Governance to facilitate alignment of Provincial capacity building initiatives with NCBF. Four (4) Provinces have own aligned plans.

Improved coordination of capacity building initiatives within Local Government.

10. Support and monitor the financial performance of municipalities in relation to issues raised by Auditor General (AG).

Ongoing support provided to 160 municipalities with 45 receiving hands-on support.

Strengthened financial management systems and transfer of skills in targeted municipalities.

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11. To intensify the rollout of the anti-corruption strategy in 150 municipalities identified during the 2008 State of the Nation Address.

165 municipalities have been supported to develop Fraud Prevention Plans (based on the Anti-Corruption Strategy) by March 2009. The fraud prevention plans are also informed by the Auditor General (AG) reports and identified risk areas (e.g. procurement of goods and services, employment practices, allocation of RDP houses and financial controls).

To strengthen mechanisms and systems for fighting corruption in municipalities.

12. Coordinate the development of Disaster Management contingency plans in host cities for the 2010 FIFA World Cup.

Not achieved. To prevent and mitigate against any disaster that might threaten the effective hosting of the 2010 FIFA World Cup.

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13. Increase the number of nodal municipalities with Spatial Development Frameworks (Land use and management plans) reflected in their IDPs from 6 – 12 by 2011.

URP: An analysis of the SDFs were made to determine whether the node was incorporated in the spatial planning in the following nodes: Alexandra, Galeshewe, INK, Mdantsane, Khayelitsha & Mitchell’s Plain, Motherwell.ISRDP: The SDF Assessment study of the Bushbuckridge Local Municipality was completed.

The programme committed to increase the number of nodal municipalities with enhanced Spatial Development Frameworks within their Integrated Development Plans. The intent was to physically begin to map government development agenda within space as a first step to providing certainty for private investors.

14. Increase the number of nodal municipalities with strategic LED projects (with detailed business plans and timelines included) and reflected in the IDP budgets for public investments from 4 to 12.

URP: An analysis of the strategic LED projects reflected in the IDP’s of the nodes was done for Bridge City project (Ethekwini), Pan Africa Shopping Centre (Alexandra), Monwabisi resort (Cape Town).ISRDP: Khulis'mnotho: The District –wide opportunity assessments have been completed: Kgalagadi DM, Umzimkhulu DM, Maluti – A – Phofung LM, Bushbuckridge LM, Central Karoo, OR Tambo DM.

The programme assisted rural municipalities to secure a R300 million funding envelope from the Neighbourhood Development Partnership Grant over the next five years. The Urban nodes have all received allocations.

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15. Produce one progress

report, 2 communication

products and 2 knowledge

sharing sessions on nodal

programme activities by 31

March 2009.

URD Progress Reports: • Cabinet Lekgotla Report: June

2008 & January 2009; and• Comprehensive draft report to

Cabinet State of the Nodes Report 2008/9.

URD Communication:• Rural News; and• Urban News.

URD Knowledge Sharing:• Urban Issues:

– TTRI workshop on LED; and

– Knowledge Management Framework.

• Rural Issues:– M&E Training events in

8 nodal municipalities.

The increased number of

knowledge products generated

by way of analytical studies and

reports should inform the policy

agenda as the programme draws

close to the ten year mark.

Several Reviews are also

currently underway notably the

State of the Nodes Report.

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16. Finalise the development of Local Government Performance Indicators.

• Set of core performance indicators finalised; and

• Developed data collection tools for reporting on the Five-year Local Government Strategic Agenda (5yr LGSA).

Indicators for each sphere of government confirmed with all stakeholders.

17. Develop the 2008-11 Implementation Plan for the 5yr Local Government Strategic Agenda.

The 5yr LGSA Implementation Plan 2008-2011 developed.

Consistency in reporting Local Government performance.

18. Increase the number of municipalities with adopted Performance Management System (PMS).

• Number of municipalities implementing PMS increased from 153-223;

• Provided support to five selected District Municipalities;

• Documented PMS good practice in five municipalities;

• Develop Section 48 report on the performance of municipalities for the 2006/07 period; and

• Development of Draft Guidelines for annual Municipal Reporting still to be consulted with relevant stakeholders.

Institutionalised performance monitoring and reporting at Local Government level.

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ADDITIONAL HIGHLIGHTS

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Additional Highlights (1):

• Since November 2008 the Ministry undertook an initiative of visiting three provinces to determine the state of service delivery and interact with various stakeholder;

• Between Dec 2008 – March 2009, Provincial Coordinators and Service Delivery Facilitators (SDFs) have assisted in addressing key problems in municipalities;

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Additional Highlights (2):

• Between 2006 – 2009, a total of 1 283 professionals and experts have been deployed to municipalities; and

• Support was provided to the filling of critical vacancies. During 2008 the vacancy rate for S57 managers in

municipalities was reduced to 12%.

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IMPORTANT LESSONS LEARNT

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Key lessons:

1. Lack of clarity with respect to powers and functions between the three spheres of government has led to inefficiencies and ineffectiveness in service delivery;

2. The voluntary nature of the IGR Framework has proven to be an issue;

3. The provision of Hands-on Support at the local level has significantly improved national government’s understanding of the challenges in the local space, but sustainability has been a challenge;

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Key lessons:

4. Service delivery to the poor remains our greatest challenge;

5. Local government in 2009 in South Africa is in a state of distress and the majority of South Africans have little confidence in our municipalities;

6. The capacity of Provincial Government needs to be strengthened and their role and responsibilities clarified;

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Key lessons:

7. Lack of accountability and high levels of fraud and corruption at the local level remains a key challenge; and

8. National coordination, regulation, support and oversight of local government is fragmented and dispersed throughout government.

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STRATEGIC PRIORITIES

FOR 2009/10

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STRATEGIC PRIORITIES FOR 2009-14

1. Facilitate integrated and responsive governance in a developmental state;

2. Strengthen accountability and clean government;3. Accelerate service delivery and support the

vulnerable;4. Improve the developmental capability of the

institution of Traditional Leadership; and5. Fostering development partnerships, social

cohesion and community mobilization.

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Priority 1: Facilitate integrated and responsive governance in a

developmental state

a) Integrated Development Planning and Facilitation – NPC, PGDS’s and IDPs;

b) Align spatial planning and land use management within the national planning framework;

c) Review and strengthen legislation on intergovernmental relations; and

d) Strengthen institutional and cooperative governance capacity – PG&LG.

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Priority 2: Strengthen accountability and clean government

a) Improve monitoring and oversight over PG & LG;b) Combat corruption and promote ethics and integrity

– targeting both officials and elected leaders;c) Improve accountability systems and transparency;

andd) Implement Operation Clean Audit 2014

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Priority 3: Accelerate service delivery and support vulnerable

a) Accelerate provision of infrastructure and service delivery – focus on quality of service, backlog, growth and maintenance;

b) Focus on infrastructure to stimulate economic development;

c) Support the vulnerable;d) Improve disaster management capacity; ande) Support for 2010 Soccer World Cup.

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Priority 4: Improve developmental capacity of the Institution of Traditional Leadership

a) Facilitate integration of the institution into the governance system;

b) Ensure transformation of the institution;c) Ensure institution plays a key role in rural

development, promoting peace, fighting poverty, promoting indigenous knowledge systems, combating spread of HIV and AIDS; and

d) Ensure functional relationships with civil society, organs of state and regional bodies.

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Priority 5: Foster development partnerships, social cohesion and community

mobilization

a) Ensure a shared development agenda and support amongst key stakeholders;

b) Embed trust in the work and decisions of government by enhancing community participation;

c) Ensure communities become active partners in the provision of services and development;

d) Enhance social cohesion, non-racism and nation building at local level; and

e) Ensure effective implementation of international partnerships and agreements.

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BUDGET REVIEW

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1. BUDGET REVIEW

Allocations per PROGRAMME 2008/09 2009/10 2010/11 2011/12

Adjusted Medium-term estimates

appro- MTEF Baseline

priation

1. Administration 150 690 163 543 172 832 181 444

2. Governance, Policy and Research

43 672 49 035 60 185 69 515

3. Urban and Rural Development 12 874 12 909 13 540 14 577

4. Systems and Capacity Building 106 307 106 265 121 720 127 401

5. F B S and Infrastructure 41 104 41 942 47 243 51 530

6. Local Government Transfers 35 185 631 35 131 362 42 008 590 47 183 172

7. Fiscal Transfers 98 729 101 983 117 494 125 840

Total 35 639 007 35 607 039 42 541 604 47 753 479

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Local Government Transfers 2008/09 2009/10 2010/11 2011/12



priation

Equitable Share (LGES) 25 559 685 23 846 502 29 267 706 31 889 901

Municipal Systems Improvement Grant (MSIG)

200,000 200,000 212,000 224 720

Municipal Infrastructure Grant (MIG) 9 378 899 11 084 860 12 528 884 15 068 551

Disaster Relief 47 047

Total 35 185 631 35 131 362 42 008 590 47 183 172

2. BUDGET REVIEW

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3. BUDGET REVIEW

Fiscal Transfers 2008/09 2009/10 2010/11 2011/12



priation

SA Local Government Association 22 085 23 302 24 625 26 102

Municipal Demarcation Board 25 419 34 557 37 187 39 419

Municipal Infrastructure Inv. Unit - - - -

South African Cities Network 4 700 4,815 5,104 5 410

CRL Commission* 19 996 20 250 21 401 22 685

Commission on Trads** 14 057 9 890 10 483 11 112

National House of Traditional Leaders 12 499 9 169 18 694 21 112

Total of subprogrammes 98 729 101 983 117 494 125 840

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

** Commission on Traditional Leadership Disputes and Claims

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Interventions requiring legislative involvement:

a) Fast-track legislation on traditional leadership in parliament and the integration of the KhoiSan into the institution of traditional leadership

b) Legislation on sub-national powers and functions to regulate / replace Schedules 4 & 5

c) National legislation to govern the core structures and systems of provincial government

d) Reform the two-tier system of local government e) Reform the intergovernmental fiscal system to promote viable

provincial and local governmentf) Strengthen legislative provisions to intervene directly in provincial and

local governmentg) Separate municipal legislative and executive functions more clearly

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Interventions requiring legislative involvement:

h) Strengthen the regulatory framework on performance management and compliance with the Codes of Conduct for administrative officials and elected representatives

i) Reform the regulatory and funding regime for Ward Committees j) Reform the regulatory regime for supply chain management in provincial and

local governmentk) Review legislation on anti-corruption as it relates to provincial and local

governmentl) Review the legislative framework for fire servicesm) Ensure a greater alignment and standardization in the regulatory , institutional

and support framework for the institution of traditional leadership across provinces

n) Amend the Organised Local Government Acto) Amend the legislation on the S185 / CRL Commission

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Implications for Change:

The following transformatory steps are necessary for the achievement of the new mandate of the department. This shall include, amongst others, the following:

1. Organizational Review for service delivery improvement, CGTA will ensure full optimal utilization of human capital,

2. Profiling and classification of posts for placement of existing employees,3. Recruitment of new employees with necessary competencies, in the event where

such competencies are not available internally,4. Reviewal of the structure in support of the new mandate, along with the set

priorities,5. A fair and transparent procedure for placement and appointment of employees

will be developed in order to allay fears and uncertainties amongst employees.6. The transformation process will be closely managed to avoid staff redundancy or

possible job losses, and 7. Staff who lack necessary skills to perform their tasks in support of the new mandate

will be retrained. 8. This process will be finalized by end of August 2009.

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WE THANK YOU

department of co-operative governance and traditional affairs

Documents

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traditional affairspurpose

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traditional affairsoverview

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