gauteng province cooperative … province cooperative governance and traditional affairs strategic...

GAUTENG PROVINCE

COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

Strategic Plan 2017–2020

Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 2

Table of Contents FOREWORD – MEMBER OF EXECUTIVE COUNCIL (MEC) ......................................................... 4

FOREWORD – HEAD OF DEPARTMENT (HOD) ....................................................................... 7

OFFICIAL SIGN-OFF ................................................................................................................................... 9

PART A: STRATEGIC OVERVIEW ................................................................................ 12

1. V ISION ................................................................................................................................... 12

2. MISSION .................................................................................................................................. 12

3. VALUES ................................................................................................................................... 12

4. LEGISLATIVE AND OTHER MANDATES ...................................................................................... 13

4.1. CONSTITUTIONAL MANDATES ........................................................................................... 13

4.2. LEGISLATIVE MANDATES ..................................................................................................... 14

4.3. POLICY MANDATE ................................................................................................................... 17

4.4. RELEVANT COURT RULINGS .................................................................................................... 23

5. SITUATIONAL ANALYSIS .......................................................................................................... 24

5.1. PERFORMANCE ENVIRONMENT ................................................................................................ 24

5.2. GAUTENG OVERVIEW ............................................................................................................... 24

5.3. POPULATION AND MIGRATION ................................................................................................ 24

5.4. THE ECONOMY IN PERSPECTIVE ............................................................................................. 25

5.5. GAUTENG CITY-REGION (GCR) .............................................................................................. 26

5.6. ORGANISATIONAL ENVIRONMENT ............................................................................................ 26

5.8 DESCRIPTION OF THE STRATEGIC PLANNING PROCESS .......................................................... 27

6. STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTION ............................................. 28

PROGRAMME 1 ........................................................................................................ 28

PROGRAMME 2 ........................................................................................................ 29

PROGRAMME 3 ........................................................................................................ 29

PROGRAMME 4 ........................................................................................................ 30

PART B: STRATEGIC OBJECTIVES ............................................................................. 31

7. PROGRAMMES ......................................................................................................................... 31

7.1 STRATEGIC OBJECTIVES .......................................................................................................... 31

PROGRAMME 1: ADMINISTRATION ...................................................................................................... 31

7.2. RESOURCE CONSIDERATIONS ............................................................................................. 32

SUMMARY OF PAYMENTS AND ESTIMATES: ADMINISTRATION......................................................... 32

7.3. RISK MANAGEMENT .............................................................................................................. 33

PROGRAMME 2: LOCAL GOVERNANCE ............................................................................................... 34


7.1. RESOURCE CONSIDERATIONS ................................................................................................. 39

7.2. RISK MANAGEMENT ................................................................................................................. 40

PROGRAMME 3: DEVELOPMENT AND PLANNING ................................................................................ 41

7.1. RESOURCE CONSIDERATIONS ............................................................................................. 43

7.2. RISK MANAGEMENT .............................................................................................................. 44

PROGRAMME 4: TRADITIONAL INSTITUTIONAL MANAGEMENT ............................................................ 45

7.1. RESOURCE CONSIDERATIONS ................................................................................................. 46

7.2. RISK MANAGEMENT ................................................................................................................. 46

PART C: LINKS TO OTHER PLANS .............................................................................. 46

8. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS .......................... 47

8.1. BUDGET PLAN ........................................................................................................................ 47

8.2. LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS ................................................. 48

8.3. RISK MANAGEMENT PLAN ....................................................................................................... 48

9. CONDITIONAL GRANTS ........................................................................................................... 49

10. PUBLIC ENTITIES ..................................................................................................................... 49

11. PUBLIC-PRIVATE PARTNERSHIPS .............................................................................................. 49

ANNEXURE A: TECHNICAL INDICATOR DESCRIPTIONS.......................................................... 50

Programme 1 50

Programme 2 51

Programme 3 53

Programme 4 55


FOREWORD – MEMBER OF EXECUTIVE COUNCIL (MEC)

Considering that this year marks the 26th anniversary of the release

of President Nelson Mandela from prison and that this event is one

of the most remarkable episodes in the history of our country, we

are reminded and inspired by the most appropriate words of this

great legend when he said: “After climbing a great hill, one only

finds that there are many more hills to climb: (Nelson Mandela).

This Strategic Plan, our blueprint, guides us in how we can climb many more great hills

together as we take municipalities forward whilst realising Outcome 9 and the National

Development Plan (NDP). Going forward, the Department will continue to support and

monitor local government performance to ensure that municipalities become viable and

sustainable to carry out their constitutional mandate.

Gauteng province is a vibrant, dynamic province that brings with it a number of unique

challenges. It is incumbent upon us as provincial government, entrusted by the people of

this province, to deal with these challenges in a strategic, result-driven way. We, therefore,

committed ourselves, through the Transformation, Modernisation and Reindustrialisation

Strategy, to the radical transformation of the spatial legacy of our society across race,

economic status and culture.

One of the challenges we were faced with, was the prevalent violent community protests

that threatened the very stability and effective governance of the Gauteng province. These

protests were not only about service delivery, but also about the way development and

delivery was undertaken. The NTIRISANO community outreach was launched to address

these concerns. We have seen that Ntirisano has turned around the mood in communities

in an unprecedented manner. Through this kind of proactive and participatory approach to

problem solving, we are restoring levels of trust and public confidence on the ground.

Motivated by a greater sense of urgency, integrity and transparency, we will spend more

time with the communities, solving problems together and speed up service delivery on all

levels.


In pursuit of our local government transformation agenda, we need fully functional

municipalities which must also be financially viable. Hands-on approach on capacity building,

training, skills development, technical support, and other such initiatives will assist

municipalities perform better in discharging their responsibilities. Through meaningful

interventions, Gauteng municipalities have become strong and capable institutions that are

managed and governed efficiently. None of the municipalities has received disclaimers in

the recent audit cycle, with an increasing number of municipalities achieving clean audit

outcomes from year on year. The municipalities now have strong organisational structures

necessary to ensure that they meet their Constitutional mandates.

Across all municipalities, vacancies at senior management level are below 15%, which is

commendable. Notwithstanding this document, it is, however, disconcerting that two of the

twelve municipalities in the province, that is Westonaria and Randfontein Local Municipalities,

were found to be municipalities “at risk”. What is peculiar about these two municipalities is

that they are both situated in distressed mining towns in the West Rand District, where

there are high unemployment levels, poverty and inequality due to the eroding economic

activity and plummeting performance of mining houses.

The socio-economic plight of these municipalities and communities that live within them is

continuously receiving attention from the Provincial Government. For example, the following

programmes and projects were implemented to support these municipalities:

Upgrading of the Sewer infrastructure in Bekkersdal;

A pilot project to implement the Waterless Sanitation Solution in informal settlements of

Bekkersdal;

Formalisation and Electrification of Afghanistan informal settlement; and

Building of RDP houses at Westonaria Borwa.

The support programmes implemented in these municipalities have ensured service delivery

improvement in the area. Furthermore, the area is no longer a hotspot. Randfontein

continues to have challenges with provision of bulk infrastructure to support human

settlements but the required funding has been identified to address this problem. The


Department of CoGTA is working with the Provincial Treasury to find a solution to the

challenge.

Despite our many significant delivery achievements across the province, we could at no

stage afford to become complacent. We had to take stock and assess our options to find

a better way to serve our people. In context, it is therefore important to understand where

we are, where we could be and what needs to be done to improve the functioning of

municipalities to better serve our communities and to get the basics right.

The Back-to-Basics Programme has yielded exceptional results and paved a way forward

for a different approach to how our communities are served best. To take the Back to

Basics (B2B) programme forward, the Provincial Government will be participating fully in the

implementation of Phase 2 of the Programme as defined by the National Department of

Cooperative Governance and Traditional Affairs.

As far as Traditional Institutional Management is concerned, our APP goal is to radically

transform, modernise and build sustainable, responsive, viable local and traditional councils.

The funding has been set aside for this programme to continuously integrate the institution

of traditional leadership into the mainstream of local governance and Phase 2 of Back-to-

Basics.

Motivated by our commitment to the betterment of the lives of the people in the Gauteng

province, we will, true to the words of Nelson Mandela, climb one great hill after another

in our mission to fulfil our mandate the best way possible.

Mr SP Mashatile, MPL

MEC: DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS


FOREWORD – HEAD OF DEPARTMENT (HOD)

The 5th Gauteng Provincial Administration made a resolve to

vigorously pursue the realisation of the Gauteng City Region (GCR)

over the next fifteen (15) years. The resolve of the province finds

its expression in the Ten Pillar Programme of transformation,

modernisation and re-industrialisation which is linked to the National

Development Plan 2030. The Gauteng Cabinet has also adopted the

game-changers to give effect to the Ten Pillar Programme and to change the profile of the

province.

The NDP calls for the creation of a strong, capable developmental state which is capable

to intervene and transform society and grow the economy. The department of Cooperative

Governance and Traditional Affairs has a responsibility to respond to this clarion call and

drive fundamental social change in the Gauteng province.

Since the de-merger from the department of Human Settlements and Local Government,

the Department has undertaken a deliberate path aimed at repositioning itself as a unique

and distinct institution. In the 2014/15 and the 2015/16 financial years, the Department

was amongst the best performing state organs by obtaining an unqualified audit outcome

without findings (referred to as "clean audit"). Other deliverables included the stabilisation

of the institution of traditional leadership and improvement in the delivery of basic services

to the people of Gauteng, surpassing the target set at national level. This is a good story

to tell; however it will require a more dedicated effort for sustainability purposes.

Over the short-medium term, the department will pursue strategic objectives which will shape

the future of the province and these include, inter alia, the review of the public participation

structures and processes in order to deepen local democracy, strengthening the

intergovernmental relations to ensure coherence in the government performance, decisively

drive the Back to Basics Programme to accelerate the provision of basic services to the

people of Gauteng and especially the indigent households, implement the metropolitan

system of governance.


Focus will also be on the support to the five corridors of development to grow the economy

of the province. These initiatives will be driven through the GCR manner, involving all interest

parties to ensure inclusivity.

Moving forward, the Department will endeavour to perfect its performance and excel in its

niche of coordinating government work across the spheres of government. A clarion call is

therefore made for all parties to support the Departmental strategy over the next five years

and ensure that local government in Gauteng emerges as a resilient, capable and strong

sphere.

Mr BN Nkontwana

HEAD OF DEPARTMENT: COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS


Official sign-off

It is hereby certified that this Strategic Plan was developed by the Gauteng management

of the Department of Cooperative Governance and Traditional Affairs under the guidance

of Mr BN Nkontwana, Head of Department: Cooperative Governance and Traditional Affairs

and

takes into account all the relevant policies, legislation and other mandates for

which the Gauteng Department of Cooperative Governance and Traditional Affairs

is responsible and

accurately reflects the strategic outcome-oriented goals and objectives which the

Gauteng Department Cooperative Governance and Traditional Affairs will endeavour

to achieve over the period 2017 - 2020.

______________________

Ms Makhosazana van Wyk Signature:

DIRECTOR: STRATEGIC PLANNING, PROGRAMME PERFORMANCE AND ORGANISATIONAL

PERFORMANCE

______________________

Mr Japhter Makhafola Signature:

CHIEF FINANCIAL OFFICER

______________________

Mr BN Nkontwana Signature:

ACCOUNTING OFFICER

Approved by:

_______________________

Mr SP Mashatile, MPL Signature:

EXECUTIVE AUTHORITY

Date: ______________


ACRONYMS AND ABBREVIATIONS

AFS Annual Financial Statements

AG Auditor-General

APP Annual Performance Plan

Capex Capital Expenditure

CBO Community-Based Organisations

CDW Community Development Worker

CoGTA Cooperative Governance and Traditional Affairs

DCoG Department of Cooperative Governance

DID Department of Infrastructure Development

DORA Division of Revenue Act

DWAE Department of Water Affairs and Environment

EPWP Expanded Public Works Programme

EXCO Executive Council

G2055 Gauteng 2055

GCR Gauteng City Region

GDP Gross Domestic Product

GDP-R Gross Domestic Product – Region

GDS Growth and Development Strategies

GEGDS Gauteng Employment, Growth and Development Strategy

Geyodi Gender, Youth and People With Disabilities

GPG Gauteng Provincial Government

GRAP Generally Recognised Accounting Practices

HoD Head of Department

ICT Information Communication Technology

IDP

IEC

Integrated Development Plan

Independent Electoral Commission

IGR Intergovernmental Relations

LED Local Economic Development

LGTAS Local Government Turn-Around Strategy


M&E Monitoring And Evaluation

MEC Member of Executive Council

MFMA Municipal Finance Management Act

MIG Municipal infrastructure Grant

MISA Municipal Infrastructure Support Agency

MPAC Municipal Public Accounts Committees

MPRA Municipal Property Rates Act

MSA Municipal Systems Act

MTAS Municipal Turn-Around Strategy

MTEF Medium-Term Expenditure Framework

NDP National Development Plan

NGOs Non-Governmental Organisations

NSDP National Spatial Development Perspective

OPCA Operation Clean Audit

OPEX Operational Expenditure

PFMA Public Finance Management Act

PMS Performance Management System

POBA Public Office Bearers Act

PPP Public-Private Partnership

PWDs People With Disabilities

SADC

SALGA

SEZ/IDZ

South African Development Community

South African Local Government Association

Special Economic Zone / Industrial Development Zone

SDBIP Service Delivery and Budget Implementation Plan

WC/WDM Water Conservation/Water Demand Management

WSP Workplace Skills Plans

WWTW Waste Water Treatment Works


Part A: Strategic Overview

1. Vision

Globally competitive Gauteng City Region, putting people first with service delivery excellence

and economic performance.

2. Mission

To facilitate and support cooperative governance across all spheres of government,

associated institutions, and the institution of traditional leadership.

3. Values

Achieving the vision requires the Department to adopt and adhere to service delivery values

as indicated below. The Department has adopted a set of values that are informed by the

Batho Pele (People First) principles of the South African Public Service, and as an

organisation its specific focus is on the following:

Respect: We treat employees, customers, partners and suppliers with mutual respect

and sensitivity, recognising the importance of diversity. We respect all individuals

and value their contributions.

Integrity: We employ the highest ethical standards, demonstrating honesty and

fairness in every action and service we provide.

Caring: We ensure that we and our service providers empathise with citizens, treating

them with consideration and respect. We foster effective communication of services,

products, information and problems, which may hamper or delay the efficient

delivery of services to promised standards.


Accountability: We accept our individual and team obligations and we meet our

commitments to service delivery. We will account for our performance in all of our

decisions and actions; and

Innovation: We enable municipalities to introduce modern and innovative procedures

and systems for the delivery of services. We are creative in our thought and in the

execution of our duties, we seek innovative ways to solve problems and enhance

effectiveness and efficiency within the context of the law.

The values captured above underpin the organisational culture of the Department.

4. Legislative and other mandates

4.1. Constitutional mandates

The following sections are extracts from the Constitution which have a direct bearing

on the Province and municipalities in terms of delivering on their respective constitutional

mandates.

Section 139(1): provides that the Provincial Executive may intervene if a municipality

fails to fulfil an executive obligation.

Section 152(1): provides for democratic and accountable government for local

communities; ensures the provision of services to communities in a sustainable

manner; promotes social and economic development; promotes a safe and healthy

environment; and encourages the involvement of communities and community

organisations in the matters of local government.

Section 152(2): stipulates that a municipality must strive, within its financial and

administrative capacity, to achieve the objects as set out in subsection (1). It

requires municipalities to provide a democratic and accountable local government.

Councillors must be elected through a democratic process and must report back

to their constituencies on decisions taken by the council.


Section 154(1): provides for support and strengthening the capacity of municipalities

to manage their own affairs, exercise their powers, and perform their functions.

Section 154(2): provides for drafting provincial legislation that affects the status,

institutions, powers or functions of local government for approval by the Provincial

Legislature; and for this legislation to be published for public comment before it is

introduced in Parliament or a provincial legislature in a manner that allows organised

local government, municipalities and other interested persons an opportunity to

make representation with regard to the draft legislation.

Section 155(6): stipulates that provincial legislature must determine the different

types of municipalities to be established in the Province, monitor, support and

promote the development of local government and see to the effective performance

by municipalities of their functions as per Schedules 4 and 5, and regulate the

exercising by municipalities of their executive authority (Section 156 (1).

Section 164: stipulates that any matter concerning local government not dealt with

in the Constitution may be prescribed by national legislation or by provincial

legislation within the framework of national legislation.

Chapter 12: provides for the recognition of the institution of traditional leadership.

4.2. Legislative mandates

Municipal Structures Act (No. 117 of 1998): provides for the establishment of

municipalities in accordance with the requirements relating to categories and types

of municipalities and provides guidelines for the establishment and functions of

ward committees.

Municipal Systems Act (No. 32 of 2000) – Amended Systems Act (July 2011):

provides for the core principles, mechanisms and processes that are necessary to

enable municipalities to move progressively towards the social and economic


upliftment of local communities, and ensure universal access to essential services

that are affordable to all.

Municipal Finance Management Act (No. 56 of 2003): provides for the secure, sound

and sustainable management of the fiscal and financial affairs of municipalities and

municipal entities by establishing norms and standards and other requirements for

ensuring transparency, accountability and appropriate lines of responsibility in the

fiscal and financial affairs of municipalities and municipal entities.

Municipal Property Rates Act (No. 6 of 2004): regulates the power of a municipality

to impose rates on property and to exclude certain properties from rating in the

national interest and makes provision for municipalities to implement a transparent

and fair system of exemptions, reductions and rebates through their rating policies.

Gauteng Type of Municipalities Act (No. 3 of 2000): determines the types or

categories of municipalities that can be established in the province.

Rationalisation of Local Government Affairs Act (No. 10 of 1998): provides for the

rationalisation of the legislative and administrative framework for the local sphere

of government.

Gauteng Privileges and Immunities of Councillors Act (No. 1 of 2002): defines the

privileges and immunities of councillors in Gauteng municipalities.

Disaster Management Act (No. 57 of 2002): provides for an integrated and co-

ordinated disaster management policy that focuses on preventing or reducing the

risk of disasters, mitigating the severity of disasters, emergency preparedness, and

rapid and effective responses to disaster and post-disaster recovery.

Gauteng Land Administration Act (No. 11 of 1996): provides for the acquisition and

disposal of land owned by the Gauteng Provincial Government.

Development Facilitation Act (No. 67 of 1995): facilitates and speeds up the

implementation of the Reconstruction and Development Programme and associated

projects.

Public Finance Management Act (No. 01 of 1999 as amended): enables public sector

managers to manage and improve accountability in terms of eliminating waste and

corruption in the use of public funds.

Division of Revenue Act as amended: provides for equitable division of revenue

anticipated to be raised nationally among the national, provincial and local spheres


of government for each financial year and the responsibilities of the three spheres

pursuant to such division.

Promotion of Administrative Justice Act (No. 03 of 2000): gives effect to the

constitutional right to just administrative action for any member of the public whose

rights have been adversely affected and to ensure efficient, effective and legitimate

administration within all spheres of government.

Preferential Procurement Policy Framework Act (No. 05 of 2000): gives effect to

Section 217 (3) and provides a framework for the implementation of the

procurement policy contemplated in Section 217 (2) of the Constitution.

Promotion of Access to Information Act (No. 02 of 2000): gives effect to the

constitutional right of access to any information held by the State and any

information held by a private person that is required for the exercise or protection

of any other right.

Intergovernmental Relations Framework Act (No. 13 of 2005): establishes a

framework for national, provincial and local government to promote and facilitate

intergovernmental relations and to provide a mechanism and procedure to facilitate

the settlement of intergovernmental disputes.

Municipal Demarcation Act (No. 27 of 1998): established the Municipal Demarcation

Board, which is an independent authority responsible for determining municipal

boundaries and determining wards within municipalities.

Municipal Electoral Act (No. 27 of 2002): establishes the Independent Electoral

Commission (IEC) and regulates local elections.

Gauteng City Improvement District Act (No. 12 of 1997): provides procedures for

the formation and independent management of city improvement districts to fund

the provision of services in addition to those which a municipality ordinarily provides

in order to facilitate investment in the city improvement district.

Fire Brigade Services Act (No. 99 of 1987): provides for the establishment,

maintenance, employment, co-ordination and standardisation of fire brigade services

and matters connected therewith.

Traditional Leadership and Governance Framework Act (No. 41 of 2003): provides

for the recognition of traditional communities as well as the establishment and


recognition of traditional councils and the establishment of the Commission on

Traditional Leadership Disputes and Claims.

National House of Traditional Leadership Act (No. 22 of 2009): paves the way for

the establishment of the National House of Traditional Leaders.

Gauteng Traditional Leadership and Governance Act (No. 4 of 2010): provides for

the establishment and recognition of traditional communities in the Province.

Gauteng Local Government Laws Amendment Act (No. 1 of 2006): amends certain

laws of the Gauteng Province pertaining to local government so as to eliminate

references to defunct institutions and inconsistencies with other legislation, and

repeal certain laws that are contrary to the Constitution of the Republic of South

Africa 1996 or that no longer serve any useful purpose.

Local Government Amendment Laws Act (No. 19 of 2008): reviews the term of office

of ward committees to be equivalent to the term of council. It also provides the

legislative base for the funding model for ward committees.

Removal of Graves and Dead Bodies Ordinance (No. 7 of 1925): provides procedures

for exhumations and re-interment.

Skills Development Act (No. 97 of 1998): provides an institutional framework to

devise and implement national, sector and workplace strategies to develop and

improve the skills of the South African workforce.

Employment Equity Act: serves as a mechanism to redress the effects of unfair

discrimination and to assist in the transformation of workplaces, so as to reflect a

diverse and broadly representative workforce.

4.3. Policy Mandate

Some of the policies relevant for the implementation of the mandate of the Department

include:

National Development Plan

The National Development Plan sets out the vision for South Africa by the year 2030:


Chapter 3, ‘Economy and employment’, sets out the achievement for full employment,

decent work and sustainable livelihoods.

Chapter 13, 'Building a Capable State', sets out a vision of the transformative and

developmental role of the state.

Chapter 14, ‘Promoting accountability and fighting corruption’, sets out a vision which

has zero tolerance for corruption.

Gauteng Transformation, Modernisation and Re-industrialising

The Development of the GCR is anchored on the Transformation, Modernisation and Re-

industrialising (TMR) and its Ten Pillar programme. It is important to take stock of progress

made in 2014/15 or lack there-of, as we concretize plans for 2015/16 to 2018/19.

1. Radical Economic Transformation:

Infrastructure has been identified as a key driver of equitable economic growth and

employment creation. We must make a meaningful contribution to the GCR’s goal to double

the size of the economy to R2 Billion by 2030. The Township Economy Revitalization

strategy was developed by the economic cluster to drive Radical Economic Transformation

and to intervene in key sectors of the economy to unlock growth and employment potential

and to bring companies owned by blacks, youth, women; and people with disability into the

mainstream economy.

GDID must use this strategy and the Gauteng Tshepo 500 000 concept document to expand

youth economic participation. Some progress has been made to place youth in sustainable

employment but we need to introduce and support more youth in township enterprises,

SMME’s and Cooperatives. Their skills must be developed in economic hubs and industrial

parks so they can participate in our infrastructure development and property maintenance

projects given that many of our Government buildings are in a terrible state of decay. We

must purchase building and other materials eg. LED lights from the township entrepreneurs

to promote localization. Local Manufacturing of infrastructure goods and access to markets

by local entrepreneurs must be promoted to reduce importation.

We must accelerate implementation of our more comprehensive and integrated EPWP and


CWP to ensure that more than one million job opportunities are created also through the

National Youth Service and Zivuseni programs by 2019. We must also measure the impact

of these programs on development of new assets in the GCR. We must finalize the exit

strategy including the contractor incubator programme to ensure that participants do not

become unemployed at the end of the contract period. We must finalize the Fixed Asset

Register and the Property management Strategy to guide Gauteng Government in identifying

land for development as per the Hon Premier’s outline of the five development corridors.

We must audit and be clear on what we will do with abandoned state properties. We must

also collect more revenue from all used state assets.

We must leverage public procurement for transformation by:

- By strengthening preferential procurement and local content: 30% procurement spend

for township based enterprises and 75% local content.

- Expand registration of township entrepreneurs, SMME’s & Coops on supplier data

base.

- Ensure timeous payment of suppliers especially SMME’s & Co-ops within or less than

30 days through the Procurement card.

- Localise procurement and supplier rotation for purchases below R500000.

- Open Tender System of big contracts (>R50M) to improve transparency in the

procurement process and to improve government image.

- Ensure a better performing Supply Chain Management function to achieve value for

money and TMR objectives.

- Deal with corruption head on to improve government image. Forensic audit findings

to be implemented much more efficiently.

2. Decisive Spatial Transformation:

• Coordination of GCR wide spatial development through:

- Finalization of the Gauteng Integrated Infrastructure Masterplan.

- Design and construct the Gauteng Planning House.

3. Accelerating Social Transformation:

• Delivery of Health infrastructure on time, within cost and with good quality; New


build or Revitalization and maintenance.

• Delivery of education infrastructure efficiently and smart classrooms;

• Delivery of infrastructure for Social development, SRAC, GDARD & Transport

departments.

4. Transformation of the State and Governance:

We must promote effective financial management, transparent and accountable government

and improve the capacity of the state:

• Achievement & sustenance of an Unqualified audit outcome.

• Better contract management framework for infrastructure projects (hold main

contractors accountable for sub-contractors.

• Prevent public servants from doing business with the state.

• Financial disclosures for SMS & officials in high risk areas.

• Vetting of SMS & officials in high risk areas.

• Build a developmental state with capabilities to respond to ongoing challenges of

society.

• Better organisation and professionalization.

• Promote activist, purpose-driven and results-based government.

• Promote active citizenry, sectoral engagement and community mobilisation.

• Improve MPAT performance.

• Improve liability against the state.

• Improve Cooperative governance of the state: Eliminate wastage and contain costs.

5. Modernisation of the Public Service:

a. Effective implementation of the IDMS delivery model to improve business

processes and systems that will enable effective infrastructure delivery.

6. Modernisation of the Economy:

a) Develop and implement the Green agenda program towards sustainable

development.

- Install roof top solar panels on 76 government buildings (8 m square).

- Retrofit coal-fired boilers with natural gas.


- Install trigeneration and cogeneration plants in 6 hospitals.

- Work with UJ and other partners around deployment of solar technologies and solar

manufacturing plants/solar farms.

- Accelerate energy efficiency programme, replace existing lights with LED lights.

7. Modernization of Human Settlements:

- Inner city regeneration eg. Kopanong precinct project.

8. Modernisation of Public Transport:

- Construction of state of the art DLTC’s to enhance public transport.

9. Re-Industrialise Gauteng and South Africa:

a. Includes a direct response to the de-industrialisation of the Gauteng economy.

Hence our focus of re-industrialisation will include the revitalisation of

Manufacturing; Beneficiation; BPO; this work is mainly in Ekurhuleni and this

includes heavy industry and engineering, steel and we are building Ekurhuleni as

a Logistic Hub.

b. West Rand, Green Economy.

c. Joburg remains our financial services hub, including working towards the

establishment of the BRICS regional bank.

d. Sedibeng to be built as a water city, ecotourism, including working on the steel

industry based in this region.

10. Take a lead in Africa’s new industrial revolution:

a. Intra – Africa trade & investment facilitated through the Africa Infrastructure

Conference.

b. Strengthen partnerships with BRICS Countries.

c. Facilitate export readiness amongst township enterprises and SMME’s.

d. Implementation of infrastructure development projects, will reposition the GCR as

the leader in the industrial revolution of the continent.

The National Spatial Development Perspective (NSDP), 2002


The NSDP recognises the burden of unequal and inefficient spatial arrangements placed

on communities, especially the poor who, for example, have to bear significant transport

costs to commute long distances to and from work.

The four principles of the NSDP are as follows:

Rapid economic growth that is sustained and inclusive in order to achieve poverty

alleviation.

Fixed investment that is focused in localities of economic growth or economic

potential.

Programmes and projects that address poverty and the provision of basic services

in areas where low economic potential exists; and

Future settlement and economic development opportunities that are channelled

into activity corridors and nodes adjacent to or linked with main centres.

Back-to-Basics Approach (B2B) Phase 2

The first phase of the Back-to-Basics initiative showed many successes across the

programme. A full assessment was conducted across all provinces in the country to

rate political stability, governance, service delivery, financial management, institutional

management and community satisfaction. Gauteng was rated with 10 municipalities

performing ‘Well’ and two municipalities as ‘At risk’. Successes were reported on increased

partnerships with the private sector and access to water while ongoing challenges show

high levels of staff turnover, difficulty in recruiting skilled staff resulting in weak capacity

for planning and implementation, weak community report backs and citizen engagement,

drought and water shortages, weak administrative accountability, transparency, poor

internal controls, poor consequence management and finally poor budgeting for

maintenance and provision of quality services.

Notwithstanding, Merafong, Emfuleni Lesedi and Rand West have shown signs of,

regression and are being monitored closely to ensure that they do not degenerate to

dysfunctional zone.

Additionally, the role of the Institution of Traditional Leadershipin B2B has been

addressed. The traditional leaders are a critical stakeholder in development especially


access to release of land for development, mining activities in traditional communities,

spatial development and municipal planning processes, municipal revenues generation in

communal land owned areas and as partners in the stimulation of local economies. A

three point plan that applies to Traditional councils has been defined to solve outstanding

challenges including litigation support, harmonising relations between the traditional and

municipal structures to enhance service delivery and development and to relieve tension

between elected public representatives and traditional leaders at local level.

According to the B2B, Gauteng has 1 council doing well and 1 council showing potential

to improve. Amandebele A Ndzundza are doing well while Amandebele A Lebelo are yet to

fully comply with the set criteria. There is also, a chieftaincy claim with the jurisdiction of

the Amandebele A Lebelo which is before the courts and also receiving the attention of

national government and provincial CoGTA. For this matter to be successfully resolved, new

boundaries will have to be redetermined.

The Gauteng City Region (GCR) perspective

The Department must promote Gauteng's development agenda by positioning the

province as a globally competitive city region. The key objective is to reduce

unemployment, poverty and inequality by:

Promoting economic growth;

Integrated strategies; and

Joint planning between the different spheres of government.

4.4. Relevant court rulings

There are no current court rulings that may have an influence on the mandate of the

Department.


5. Situational analysis

5.1. Performance environment

The performance environment is described clearly below in terms of demographics in

Gauteng and challenges affecting various outcomes. Other influencing factors impacting

the next 5-year period are included too.

5.2. Gauteng overview

Gauteng Province is one of the nine provinces in South Africa and the smallest in size

with approximately 1, 4% of South Africa’s land area or 16 548 square kilometres.

Gauteng has evolved into an industrial hub and financial nerve centre and technological

heartbeat of our country since the discovery of gold in the 19th century. Gauteng is the

biggest contributor of gross domestic product (GDP) nationally.

Gauteng is the most urbanised province, with almost 97% of its people living in urban

areas. It is home to the cities of Johannesburg, Tshwane and Ekurhuleni metropolitan

municipalities and two district municipalities of West Rand and Sedibeng.

5.3. Population and migration

Gauteng is the most populous province in South Africa, housing a population of 12.272

million people (2011 Stats SA census); although estimates in 2015 indicate that the

figure has grown to above the 13 million mark. The population growth is due to the

influx of migrants from neighbouring countries who settle in Gauteng in pursuit of

economic and employment opportunities pressurising infrastructure and service delivery

in the province.

The 2011 Census results suggest Gauteng has performed well in terms of the delivery

of basic services such as piped water (98.2%), electricity (87.4%), access to flush toilet


(85.4%) and refuse removal by local authority (89.9%). The serious challenge to the

municipalities in the province is the ongoing population growth rate of both natural

growth and migration.

5.4. The economy in perspective

Gauteng Online shows Gauteng contributing 33.9% to the national Gross Domestic

Product (GDP), more than 10% to Africa’s GDP and 42% of South Africa’s industrial

output.

The breakdown of industry sectors is shown as:

StatsSA reported in their Quarterly Labour Force Survey Quarter 4, 2014 that the

unemployment rate was 24.3%, showing a decreasing trend. The employment figure

of 4.2m was shown for the same period.


5.5. Gauteng City-Region (GCR)

The vision to build a Gauteng City-Region is embedded in the province. This powerful

vision will see the economic footprints of the Gauteng City-Region go beyond current

administrative boundaries to constitute an integrated cluster of cities, towns and

urban nodes that together make up the economic and industrial heartland of South

Africa and SADC region.

The cluster of cities and towns that make up the GCR are:

City of Joburg: the central area being the Financial Hub of the City Region.

Ekurhuleni Metro: the Manufacturing, Logistics and Transport Hub whose

industrial footprints extends to Witbank and Secunda developing an

Aerotropolis Special Economic Zone (economy based on airport and logistics).

City of Tshwane: the administrative capital has become a key driver of

knowledge, innovation and automotive industry development with links to

Rustenburg and Waterberg (platinum and coal mining).

West Rand District Municipality: extending to Klerksdorp and Potchefstroom to

drive the agribusiness/ agro processing and green and blue economy; and

Sedibeng District Municipality: linked to Sasolburg and will be anchored on

steel, Vaal River, tourism, agriculture.

5.6. Organisational environment

The department of CoGTA has been operating without a formal approved structure since

the demerger with the former Department of Local Government and Housing in 2013. In

2015 the department initiated a process of consultation with, amongst others, the Office

of the Premier, Department of Public Service and Administration to have an approved

formal structure. In Mid 2015 the Minister of Public Service and Administration finally

concurred with the departmental structure with conditions.


The conditions that the department was subjected to by the DPSA meant that the

department had to subject all affected and newly created posts to job evaluation before

the structure can be implemented. This condition had to be satisfied before the structure

is implemented on PERSAL, moreover the department had to engage in intense

consultations internally of matching and placing, a process which was finalised in August

2016. The department is now implementing a roll out plan engaging the Department of

Finance, Organisational Development & Establishment Administration at the Office of the

Premier to switch to the new approved structure on PERSAL effective 1 April 2017.

The department has not been in a position to fill in all its vacant positions during the

2016/17 financial year and had to place a moratorium to ensure that there was no

overspending with regard to the compensation of staff. The Strategic Plan is based on

the department having the capacity to fully implement it but in this instance the

department had to reprioritise interventions that will have a high impact but require less

resources to achieve them. DPSA has since been requested to assist with the review of

the organizational structure to ensure that the department meets its legislative mandate.

This process is likely to take approximately six months period.

There are some interventions that have been moved to the Operational Plan in the

2017\18 financial year, while others will be reflected in the Operational Plan due to

financial constraints. The department is expecting the situation to improve in 2017\18

and therefore believe that the 2018/19 APP will cover all priority issues currently

contained in the Operational Plan. The items that are necessary but are day to day

support activities to municipalities have been moved to the Operational Plan.

5.8 Description of the strategic planning process

The strategic planning process for Strategic Plan 2014 – 2019 was comprehensively

workshopped and the resulting document was audited by the Gauteng Planning Division in

February 2016. Cognisance of comments has been taken and thus the decision to review

the Strategic Plan was taken. A new planning horizon is being described in this document


with cognisance being taken of the 2016 Municipal Elections and general elections in 2019.

Constant review of priorities is suggested as these milestones are reached.

An initial SWOT (Strengths, Weaknesses, Opportunities and Threats) survey was undertaken

with the management team to gain insight into the Department. Analysis of the results

drove the level of engagement and outcomes during the intervention.

Facilitation of workshops with the management team was undertaken and a new Mission

and Vision were described. From there the new strategic goals, objectives, outputs, measures

and action steps were agreed and defined by the team and are contained in this document.

The MEC in the strategic planning session in 2017 indicated that he wants the department

better positioned to respond to the needs of communities and also able to deal with the

factors that resulted from the 2016 Municipal Elections. This led to a review of the 2017/18

APP and the 2015 -2020 strategic plan.

6. Strategic outcome oriented goals of the institution

The 2017/20 strategic plan focusses on moving towards a GCR and improving

professionalism and impact of the Gauteng Department.

Programme 1

Strategic goal 1 Strengthen the administrative and financial management systems of the

department by 2020.

Goal Statement Build an effective and efficient administration capable of supporting

and implementing the Five Year Strategic Plan.

Justification A department that is able to provide leadership and account for its

actions and resources.

Links Chapter 10 of the Constitution of South Africa;

NDP Priority: Building capable and developmental state;

MTSF Priority 10 and 4: Building a developmental state including

improvement of public services and strengthening democratic

institutions and; Strengthen the skills and human resource base;


MTSF Outcome 12: An efficient, effective and development oriented

public service and an empowered, fair and inclusive citizenship.

Strategic Objectives 1. To attract and retain professional and competent personnel in

the department.

2. Efficient and effective departmental finance and governance

support services.

Programme 2

Strategic goal 2 Revitalisation and strengthening of Local Government performance

through the Back 2 Basics approach 2020.

Goal Statement Facilitating and strengthening meaningful public participation in

service delivery;

Strengthening cooperative governance horizontally and vertically

through IGR fora; and

Support municipalities to improve their financial viability.

Justification Provision of support to municipalities for improved service delivery.

Democratic, well governed and effective municipal institutions capable

of carrying out their developmental mandate as per the constitution.


Municipal Systems Act, Municipal Finance Management Act;


Gauteng TMR: Transformation of the state;

MTSF Priority 10: Building a developmental state including


institutions;

MTSF Outcome 9: Responsive, accountable, effective and

efficient local government system;

MTSF Outcome 12: An efficient, effective and development

oriented public service and an empowered, fair and inclusive

citizenship; and

Provincial MTSF Priority 6: Fighting crime and corruption.

Strategic Objectives 3. To support co-operative governance between the three spheres

of government through effective intergovernmental relations.

4. To promote and improve public trust in local government

through active and purposeful citizen engagement by 2020.

5. To improve municipal financial viability and management.

6. To monitor and evaluate municipal performance.

Programme 3

Strategic goal 3 Facilitate radical integrated infrastructure planning and the transformation

of cities and towns by 2020.


Goal Statement Provide support to municipalities so that they can effectively contribute to

spatial transformation. Improve IDP processes for better alignment while

providing support to Infrastructure and Human Settlement Mega projects

by 2020. Resilient communities through disaster preparedness by 2020.

Justification Sustainable service delivery and economic development that is responsive

to the needs and aspirations of the poor through a coordinated public

sector. Support provided to municipalities in terms of bulk infrastructure

in areas where there are Human Settlements planned.

Links Municipal Systems Act, SPLUMA and Integrated Urban Development

Framework (IUDF);

NDP Priority: Environmental sustainability, Transforming human

settlements and the spatial economy;

Gauteng TMR: Transformation of the state;

• MTSF Priority 3 and 9: Comprehensive rural development strategy

linked to land and agrarian reform and; Sustainable resource

management and use food security;

MTSF Outcome 7: Decent employment through inclusive growth;

MTSF Outcome 8: Sustainable human settlements and improved

quality of household life; and

MTSF Outcome 9: Responsive, accountable, effective and efficient

local government system.

Strategic Objectives 7. To provide support to Human Settlement Mega projects,

infrastructure projects and the IDP process.

8. To coordinate and support the implementation of the National

Disaster Management Act.

Programme 4

Strategic goal 4 Transformed, functional, accountable and sustainable institution of

traditional leadership by 2020.

Goal Statement 2 Traditional institutions that are financially sound and responding to

the needs of the community.

Justification The empowerment of the institution of Traditional Leadership so that

they are able to serve their communities better. Train Traditional

Leaders on the legislation impacting their work.

Links Chapter 7 of the Constitution of South Africa • Municipal Structures

Act, Municipal Systems Act, Traditional Leadership and Governance

Framework Act, IGR Act etc. • NDP Priority: Building capable and

developmental state.

Strategic Objective 9. To improve the quality of management and administrative

practices in support of Traditional Leadership.


Part B: Strategic Objectives

7. Programmes

7.1 Strategic objectives

Programme 1: Administration

This programme focuses on strengthening the administrative capacity and capability of the

Department, to ensure that the Department is able to deliver on its core mandate. It is

related to Outcome 12: “An efficient, effective and development-oriented public service”.

The functions rendered under this programme serve to provide the necessary support

services (human capital and financial) to enable the core programmes to achieve the set

strategic objectives

CORPORATE SERVICES

Strategic Objective 1 To attract and retain professional and competent personnel in the

department.

Strategic Objective

Statement

Ensure 100% compliance to the department’s employment equity targets.

Baseline 39% of women in SMS positions; and

1.4 people with disabilities.

SUB-PROGRAMME: CORPORATE SERVICES

Budget Programme Administration: Human Capital Management.

Performance Indicator Percentage of Employment Equity target reached for women in SMS positions.

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

30% 40% 45% 50%

Budget Programme Administration: Human Capital Management.

Performance Indicator Percentage of Employment Equity target reached for people living with disabilities.

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

1% 1% 1.5% 2%


FINANCE MANAGEMENT

Strategic Objective 2 Efficient and effective departmental finance and governance support

services.

Strategic Objective

Statement

Provide finance and risk management support to the department’s

programmes.

Baseline 100% of service providers paid in thirty days as per the PFMA; and

1 Strategic Risk Assessment conducted.

SUB-PROGRAMME FINANCE MANAGEMENT

Budget Programme Administration: Finance Management.

Performance Indicator Percentage of service providers paid within thirty days as prescribed by Public Finance

Management Act.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

100% 100% 100% 100%

Budget Programme Administration: Finance Management.

Performance Indicator Percentage of service providers paid within fifteen days as resolved by the Executive

Committee of Gauteng Province.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

0 50% 60% 70%

SUB-PROGRAMME: RISK MANAGEMENT

Budget Programme Administration: Risk Management.

Performance Indicator Number of Strategic Risk Assessments conducted.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

4 assessments 4 4 4

7.2. Resource considerations

SUMMARY OF PAYMENTS AND ESTIMATES: ADMINISTRATION

Outcome Main

appropriation Adjusted

appropriation Revised estimate

Medium-term estimates

R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1. Office Of The MEC 2 816 3 563 3 839 4 629 3 829 2 336 4 992 5 281 5 578

2. Corporate Services 77 950 79 256 101 692 119 234 120 034 84 256 124 098 132 716 140 003

Total payments and estimates 80 766 82 819 105 531 123 863 123 863 86 592 129 090 137 997 145 481

PROGRAMME 1 NUMBER OF POSTS NUMBER OF POSTS

FILLED

VACANCY RATE

Administration 211 135 76 36%)


7.3. Risk Management

Risk Factor Mitigation for action

Inadequate capacity in Department

to deliver on mandate.

Prioritised filling of critical posts.

Inability to sustain the clean audit

status

Develop and monitor a recovery plan where

instances of non- performance are identified to

ensure the department achieves its planned

targets; and

Review Portfolio of evidence for reported

performance to verify that its accurate and reliable


Programme 2: Local Governance

The goals contained herein relate to Outcome 9, and will be achieved through the

implementation of the Local Governance sub-programmes. The Local Governance budget

under these goals will be utilised for municipal administration, municipal financial support,

public participation (specifically catering for the CDW Programme), capacity development

and municipal performance, monitoring and reporting. The budget allocated under this

programme is utilised to support and monitor local performance to ensure that municipalities

become viable and sustainable to carry out their constitutional mandate.

The Local Governance Programme seeks to strengthen the developmental state by enhancing

participatory governance and institutional stability as well as building the capacity and

capability of local government to achieve its constitutional mandate

GOVERNANCE AND INTERGOVERNMENTAL RELATIONS (IGR)

Strategic Objective 3 To support co-operative governance between the three spheres of

government through effective intergovernmental relations.

Strategic Objective

Statement

Improving the way in which the three spheres do their planning which

should ultimately lead to improved service delivery by 2020.

Baseline Pre and post-merger support provided to Rand-West City;

4 reports on fraud, corruption and maladministration; and

4 Research report on Local Government issues.

SUB-PROGRAMME: GOVERNANCE AND IGR

Budget Programme Local Governance: Governance and IGR.

Performance Indicator Number of reports on the implementation of the Section 14(5) Notice (Redetermination of

ward boundaries).

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

4 municipalities 4 4 1

Budget Programme Local Governance: Governance and IGR.

Performance Indicator Number of IGR Structures functional in accordance with the IGR Framework by 2020.

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

0 3 4 5


Budget Programme Local Governance: Red Tape

Performance Indicator Number of municipalities supported to implement the Red Tape reduction Programme (Sub-

outcome 4)

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

New 6 9 9

Budget Programme Local Governance: Governance.

Performance Indicator Number of reports produced on the extent to which municipalities comply with the

implementation of the Anti-corruption measures (Sub-outcome 3, Action 8).

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

1 4 4 4


Performance Indicator Number of reports on fraud, corruption and maladministration cases reported and

investigated. (Sub-outcome 3, Action 8).

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

4 4 4 4


Performance Indicator Number of reports on fraud, corruption and maladministration cases reported and

investigated. (Sub-outcome 3, Action 8).

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

4 4 4 4

PUBLIC PARTICIPATION

Strategic Objective 4 To promote and improve public trust in local government through active

and purposeful citizen engagement by 2020.

Strategic Objective

Statement

Ensuring that the citizens have a mechanism to influence how government

is run by 2020.

Baseline 11 municipalities supported on the development of ward level

database.

12 advocacy initiatives in line with government themes supported by

CDWs.

21296 Individual and community service delivery cases attended

and/or referred to the War room, municipalities, national and

provincial departments.

SUB-PROGRAMME: PUBLIC PARTICIPATION

Budget Programme Local Governance.

Performance Indicator Number of ward committees supported on implementation of ward operational plans

(Sub-outcome Action 5) Sector Indicator.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20


175 200 529 529


Performance Indicator Number of municipalities supported on the development of ward level database with

community concerns and remedial actions produced (Sub-outcome 2 Action 5).

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

11 11 6 9


Performance Indicator Number of reports on the number of community report back meetings convened by

Councillors in each ward (Sub-outcome 2, Action 7).

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

4 4 4 4

Budget Programme Local Governance: Community Workers Programme.

Performance Indicator Number of reports on participatory democracy processes supported.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

4 4 4 4

SUB-PROGRAMME: POLICY AND RESEARCH

Budget Programme Local Governance: Policy and Research.

Performance Indicator Number of research reports on key local government policy issues.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

4 reports 4 4 4

BACK TO BASICS PROGRAMME

Strategic Objective 5 To improve the quality of management, financial governance and

accountability within municipalities.

Strategic Objective

Statement

Improve municipal performance through the provision of targeted support

by 2020.

Baseline 4 Local municipalities with 60% of the action plan implemented in

targeted municipalities;

12 Municipalities monitored and provided with advisory support on

implementation of Audit Response Plans based on the 2014/15 audit

outcomes;

11 municipalities with functional audit committees;

100 officials and councillors trained in accordance to the Scarce Skills

Strategy;

All Municipalities compliant in terms of the Municipal Finance

Management Act;

10 municipalities that are compliant with the Municipal Property Rates

Act;


Induction programme for 50 women councillors on GEYODI.

SUB-PROGRAMME: BACK TO BASICS

Budget programme Administration: Back to Basics Coordination.

Performance Indicator Number of reports on municipalities with 100% of the B2B priority actions implemented.

Baseline N

Baseline 2016/17 2017/18 2018/19 2019/20

4 4 4 4

SUB-PROGRAMME: MUNICIPAL FINANCE SUPPORT Budget Programme Local Governance: Municipal Finance Support.

Performance Indicator Number of Municipalities monitored on the implementation of Audit Response Plan based

on audit outcomes as per the MFMA section 131.

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

11 11 11 11

Budget Programme Local Governance: Municipal Finance Support.

Performance Indicator Number of municipalities provided with financial support to update and maintain

Infrastructure Asset Register in line with the GRAP 17 requirements.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

4 4 5 6

Budget Programme Local Governance: MFS.

Performance Indicator Number of municipalities supported to improve revenue management and debt collection

through the development of simplified revenue plans. (Sub-outcome 3).

Baseline

Baseline 2016/17 2017/18 2018/19 2019/20

12 11 11 11

Budget Programme Local Governance: Municipal Finance Support.

Performance Indicator Top defaulting residential debtors resolved for identified Gauteng Municipalities.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

80% 100% 100% 100%

Budget programme Local Governance: MFS.

Performance Indicator Number of municipalities monitored and supported to implement a Tariff Model.

New Measure

Baseline 2016/17 2017/18 2018/19 2019/20

2 4 5 6

Budget Programme Local Governance: MFS

Performance Indicator Number of municipalities with functional performance audit committees.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

12 11 11 11


SUB-PROGRAMME: MUNICIPAL INSTITUTIONAL SUPPORT

Budget Programme Local Governance: Municipal Institutional Support.

Performance Indicator Number of municipalities provided with financial support to cascade and institutionalise

Performance Management System.

New Indicator N

Baseline 2016/17 2017/18 2018/19 2019/20

2 2 2 4


Performance Indicator Number of capacity building interventions conducted in municipalities (Sub-outcome3).

Sector Indicator.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

4 4 4 4


Performance Indicator Number of municipalities supported to comply with MSA regulations (Sub-outcome 3

Action 6).

New Indicator N

Baseline 2016/17 2017/18 2018/19 2019/20

12 11 11 11

SUB-PROGRAMME: MUNICIPAL PERFORMANCE, REPORTING AND EVALUATION (MUNICIPAL FINANCE)

Budget Programme Local Governance: Municipal Performance Monitoring, Reporting and Evaluation (Municipal

Finance).

Performance Indicator Number of reports in terms of Municipal Finance Management Act Section 131.

Baseline

Baseline 2016/17 2017/18 2018/19 2019/20

3 1 1 1

Budget Programme Local Governance: M&E.

Performance Indicator Number of municipal compliance reports in terms of Municipal Finance Management Act;

Municipal Property rates Act; Municipal Systems Act and Remuneration of Public Office

Bearers Act.

New Indicator N

Baseline 2016/17 2017/18 2018/19 2019/20

New 4 4 4

Budget Programme Local Governance:

Performance Indicator Number of municipalities that are compliant with the Municipal Property Rates Act.

New measure n

Baseline 2016/17 2017/18 2018/19 2019/20

10 9 9 9

SUB-PROGRAMME: MUNICIPAL PERFORMANCE MONITORING, REPORTING AND EVALUATION (SERVICE

DELIVERY)

Budget Programme Local Governance: Municipal Performance Monitoring, Reporting and Evaluation (Service

Delivery).

Performance Indicator Number of reports compiled on municipal performance


New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

4 4 4 4

Budget Programme Local Governance: Municipal Performance Monitoring, Reporting and Evaluation (Service

Delivery).

Performance Indicator Number of annual municipal performance reports compiled as per the requirements of

Section 47 of the Municipal Systems Act (MSA).

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

1 1 1 1

SUB-PROGRAMME: GENDER, YOUTH AND PEOPLE LIVING WITH DISABILITY (GEYODI)

Budget Programme Local Governance: Gender, youth and people living with Disability.

Performance Indicator Number of women councillors trained on GEYODI.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

50 60 70 70


Performance Indicator Number of municipalities meeting 2% disability employment target.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

11 11 11 11

Strategic Objective 2. 2 Continually monitor and evaluate CoGTA and LG Performance.

Budget Programme Local Governance: GEYODI

Performance Indicator Number of municipalities supported on the roll-out of gender policy framework.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

3 3 3 2


Performance Indicator Number of Gauteng department bursaries awarded to suitable persons with disabilities

as part of the TMR objectives.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

5 5 5 5


Outcome Main




R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1. Municipal Administration 10 519 11 576 27 104 14 366 14 364 7 424 14 123 14 069 15 857

2. Municipal Finance 10 726 8 849 10 876 11 603 10 564 8 340 11 755 12 437 11 493

3. Public Participation 116 017 121 176 130 964 145 931 145 233 85 640 155 892 164 636 174 853

4. Capacity Development 11 252 10 064 26 452 16 708 18 358 9 923 26 759 19 174 20 024

5. Municipal Performance Monitoring, Reporting And Evaluation

10 115 11 047 10 891 14 482 14 482 9 306 15 580 16 816 17 759



PROGRAMME 2 NUMBER OF POSTS NUMBER OF POSTS

FILLED

VACANCY RATE

Local Governance 494 414 79 (16%)



Fraud and Corruption. Conduct an integrity assessment in

municipalities;

Monitor the implementation of fraud

prevention programmes at municipal level;

In collaboration with Ethics Institute, train risk

officers, and officials on how to promote

ethical behaviour;

Raise awareness to employees to report any

fraud and corruption allegations;

Develop a procedure manual on processes to

follow on alleged fraud and corruptions; and

Follow up on the forensic auditors

recommendations on completed forensic

audits.


Programme 3: Development and Planning

This programme seeks to coordinate, facilitate and promote integrated development and

planning in municipalities to ensure that varieties of services are delivered in an integrated

and sustainable manner. It facilitates and coordinates processes towards ensuring the

municipal IDPs are credible, implementable, and aligned to national and provincial outcomes,

plans and strategies. Coordination and support is provided for the implementation of the

National Disaster Management Act and framework to ensure the effective management of

disaster at National, provincial and local level within this programme. In addition, it also

ensures the accelerated delivery of municipal basic service and infrastructure delivery to

meet national targets.

DEVELOPMENT AND PLANNING

Strategic Objective 7 To provide support to Human Settlement Mega projects, infrastructure

projects and the IDP process by 2020.

Strategic Objective

Statement

Provision of bulk infrastructure support to municipalities to reduce delays

in Human Settlement Mega projects and infrastructure projects by 2020.

Provide support to municipalities to develop credible IDPs.

Baseline 6 local municipalities supported with service delivery programmes-

(MIG and MISA);

10 municipalities supported to implement indigent policies (sub-

outcome 1 Action 6).

12 municipalities supported with development of legally compliant

IDPs.

SUB-PROGRAMME: INTEGRATED DEVELOPMENT PLANNING

Budget Programme Development and Planning: Integrated Development Planning Coordination.

Performance Indicator Number of municipalities supported with development of legally compliant IDPs

(Sub-outcome 1, Action 2).

Baseline New measure

Baseline 2016/17 2017/18 2018/19 2019/20

11 municipalities 11 11 11

Budget programme Development and Planning: Integrated Development Planning Coordination.

Performance Indicator Number of municipalities supported with alignment of IDPs to the Integrated Urban

Development Framework (IUDF).

New Measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

0 3 11 11

Budget Programme Development and Planning: Integrated Development Planning Coordination.

Performance Indicator Number of Municipalities supported with the implementation of SPLUMA.

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

New 2 2 2


SUB-PROGRAMME: INFRASTRUCTURE TECHNICAL SUPPORT

Budget Programme Development and Planning: Infrastructure Technical Support.

Performance Indicator Number of municipalities with support plans monitored on the implementation of bulk

infrastructure support plans on Human Settlement mega projects.

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

11 9 9 9

Budget programme Development and Planning: Infrastructure Technical Support.

Performance Indicator Number of municipalities supported with service delivery programmes.

Baseline N

Baseline 2016/17 2017/18 2018/19 2019/20

7 6 6 6


Performance Indicator Number of municipalities supported to implement indigent policies (Sub-outcome 1 Action

6) (Sector Indicator).

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

10 9 9 9


Performance Indicator Percentage of municipalities showing a reduction of water losses to 3.7%.

New Measure N

Baseline 2016/17 2017/18 2018/19 2019/20

50% 60% 70% 80%


Performance Indicator Number of schools supported with installation of Rainwater Harvesting systems.

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

New 50 100 100


Performance Indicator Number of jobs created to meet the targets of the Tshepo 500 000 initiative.

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

750 750 750 750


Performance Indicator Number of work opportunities created through the Community Works Programme (CWP).

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

19 000 19 000 19 000 19 000

SUB-PROGRAMME: ENERGY OFFICE


Budget Programme Development and Planning: Energy Office.

Performance Indicator Percentage of indigent households with access to basic electricity services.

New Measure Revised

Baseline 2016/17 2017/18 2018/19 2019/20

92 93 94 94

Budget Programme Development and Planning: Energy Office.

Performance Indicator Number of State of Gauteng Energy Report as stipulated in the Gauteng Energy Security

strategy.

New Measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

1 1 1 1

SUB-PROGRAMME: DISASTER MANAGEMENT DISASTER MANAGEMENT

Strategic Objective 8 To coordinate and support the implementation of the National Disaster

Management Act.

Strategic Objective

Statement

Improve the level of preparedness of government to be able to respond

appropriately to disasters by 2020.

Baseline 5 functional Municipal Disaster Management Centres.

Budget programme Development and Planning: Disaster Management.

Performance Indicator Provincial Disaster Management Centre established and functional.

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

New 1 1 1

Budget Programme Development and Planning: Disaster Management.

Performance Indicator Number of functional Municipal Disaster Management Centres.

New measure N

Baseline 2016/17 2017/18 2018/19 2019/20

5 5 5 5


Outcome Main




R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1. IDP Coordination 3 387 4 925 3 978 6 001 6 001 4 034 6 431 6 804 7 184

2. Disaster Management 12 363 13 817 21 669 58 262 105 960 51 129 62 925 67 406 76 265

3. Municipal Infrastructure 7 722 11 013 19 829 16 526 67 026 9 986 36 600 15 482 16 233


PROGRAMME NUMBER OF POSTS NUMBER OF POSTS

FILLED

VACANCY RATE

Development 82 65 17(21%)




Inefficient response to Provincial disasters. Approve the Draft provincial disaster

management framework to address

uniformity and integrated disaster

management approach;

Develop and approve a disaster

recovery plan aligned to the disaster

management framework;

Provide disaster awareness to

vulnerable communities;

"Monitor the Municipalities’ risk

reduction measures in relation to

their risk profiles; “and

"Engagement with other departments

to ensure that they take up their

line function mandate regarding the

hazards identified within the

province".


Programme 4: Traditional Institutional Management

The function of this programme is to promote and facilitate viable and sustainable traditional

institutions and to support and enhance the capacity of traditional leadership and local

governance institutions. The key performance areas are: Traditional Institutional

Administration, Traditional Resource Administration, Rural Development Facilitation and

Traditional Land Administration

Traditional Institutional Management

Strategic Objective 9 To improve the quality of management and administrative practices in

support of Traditional Leadership.

Strategic Objective

Statement

Provision of support to Traditional Institutions so that they are more self-

sustaining by 2020.

Baseline 1 Annual Report implementation of Presidential Proclamations in terms

of the Remuneration of Public Office Bearers Act (POBA); and

2 Traditional Councils complying with legislative prescripts.

PROGRAMME 4: TRADITIONAL INSTITUTIONAL MANAGEMENT

Budget Programme Traditional Institutional management.

Performance Indicator Number of reports on implementation of Presidential Proclamations in terms of the

Remuneration of Public Office Bearers Act (POBA).

New Measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

1 1 1 1

Budget Programme Traditional Institutional management.

Performance Indicator Number of Traditional Councils complying with legislative prescripts.

New Measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

2 2 2 2

Budget programme Traditional Institutional Management.

Performance Indicator Percentage of traditional leadership complaints resolved within 90 days of receipt.

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

100% 100% 100% 100%

Budget programme Traditional Institutional Management.

Performance Indicator Number of municipalities with initiation governance structures and by-laws regulating the

practice.

New measure Y

Baseline 2016/17 2017/18 2018/19 2019/20

New 11 11 11



Outcome Main




R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

1. Traditional Institution Administration 5 061 3 888 4 393 4 851 4 851 4 851 6 848 7 245 7 650

2. Traditional Resource Administration 436 1 059 662 4 206 4 206 4 206 1 660 1 579 1 667

3. Rural Development Facilitation 72 400 410 410 410 552 555 586

4. Traditional Land Administration 454 1 560 1 347 947 947 947 2004 2 036 2 150


PROGRAMME NUMBER OF POSTS NUMBER OF POSTS

FILLED

VACANCY RATE

Traditional 10 9 10%



Ineffective system of financial management

and accountability for use of conditional

grants by the Traditional Institutions.

Develop quarterly management

accounts for both Traditional

Institutions and develop a filing

system to keep all necessary

documents for financial reporting, to

enable timely submission of set of

accounts to the department.

Induction programme to educate

traditional leaders on the

importance of compliance with laws

and regulations.

Part C: Links to other plans


8. Links to the long-term infrastructure and other capital

plans

8.1. Budget Plan

SUMMARY OF PAYMENTS AND ESTIMATES: COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

Outcome Main




R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Programmes

1. Administration 80 766 82 819 105 531 123 862 123 862 86 592 129 090 137 997 145 581

2. Local Governance 158 629 162 712 206 287 203 090 203 090 120 633 224 108 227 132 239 986

3. Development Planning 23 472 29 755 45 476 80 788 178 986 65 149 105 957 89 692 98 968

4. Traditional Institutional Management 6 023 6 507 6 802 10 414 10 414 4 912 11 064 11 415 12 053

Total

268 890 281 793 364 096 418 155 516 355 277 286 470 218 466 235 496 588

It is evident from the table above that departmental expenditure increased from R269 million in

2013/14 to R282 million in 2014/15 and to R364 million in the 2015/16 financial year for support

to municipalities and filling of vacant posts after the approval of organisational structure by the

DPSA. The budget increases by R51 million from R419 million to R470 million between 2016/17 and

2017/18 with a further increase to R466 million in the 2018/19 financial year to R496 million in

the 2019/20 financial year. A proclamation was made in October 2016 to relocate the Land

Management function to the Gauteng Department of Infrastructure Development in order to streamline

Land Management matters in the province. The increase will fund renovations and operational

requirements of the newly acquired PDMC in order to assist the RandWest Municipality with post-

merger funding for salaries disparities, office equipment and furniture for the building; the need to

address the audit outcomes of municipalities during Operation Clean Audit in 2016; the filling of

CDW, positions in each ward as a result of natural attrition; and to refurbish the building that will

be made available to accommodate staff members.


8.2. Long-term infrastructure and other Capital Plans

No. Project name Programme Municipality/

Other

Institutions

Outputs Medium-term estimates

2017/18 2018/19 2019/2020

1. New and replacement assets (R thousand)

1.1 Replacement of

Water Services

Infrastructure

Bulk and

distribution

infrastructure

Merafong

City Local

municipality

Water pipeline,

Isolation & Air

and Pressure

reducing valves.

R20,000,000 0 0

Total new and replacement assets R20,000,000

2 Rehabilitation, renovations and refurbishments (R thousand)

2.1 Establishment of

Provincial

Disaster

Management

Centre

Provincial

Disaster

Management

Centre (PDMC)

CoGTA/DID/SI

TA

LAN/WAN and

Server Room

construction

and

procurement of

servers and ICT

equipment R18, 000, 000 R30,000, 000 0


Provincial

Disaster

Management

Centre

Provincial

Disaster

Management

Centre (PDMC)

CoGTA/DENEL

/CSIR

Command and

control system.

R 3, 000, 000 R 7, 000, 000 0


Provincial

Disaster

Management

Centre

Provincial

Disaster

Management

Centre (PDMC)

CoGTA/DID Equipping of

PDMC building

R10, 000, 000 0 0

Total Rehabilitation, renovations and refurbishments R 31, 000, 000 R37,000,000 0

8.3. Risk Management Plan

The Department does maintain a Strategic Risk Register; the actions of that document have

been incorporated in to the applicable strategies. However, the change of strategic direction

proposed in this plan should address these concerns as well.

Risk 1 There is a plurality of needs and interests between spheres of government and

communities, and contestations are inevitable.

Risk 2 There is a paradoxical relationship between the principle of public

accountability and institutional autonomy.

Risk 3 There is a need to create necessary structures to promote cooperative

behaviour. Predictability, innovation and stability with some degree of flexibility

are required for an efficient and effective cooperative governance system.


9. Conditional grants

The Department of Co-operative Governance and Traditional Affairs does not have any

conditional grants.

10. Public entities

The Department of Co-operative Governance and Traditional Affairs has not established any

public entity.

11. Public-Private partnerships

The Department of Co-operative Governance and Traditional Affairs has the following public-

private partnerships.

Name of PPP Purpose Outputs Current value of

agreement

Date when

agreement expires

Ethics SA To build an

ethical and

corruption free

environment at

municipal level.

9 municipalities

have signed SLAs

R1 million per

municipality

September 2019

Risk 4 The meaningful and maximum participation of all stakeholders on matters of

service delivery and development is desirable leading to unity in practice.

Risk 5 There is a need to create necessary capacity and capability internally in order

to meet our legislative mandate.

Risk 6 Auditor General and Internal Auditor findings may not be attended to in the

required timeframe to resulting in the same finding arising.


ANNEXURE A: Technical Indicator Descriptions

COGTA STRATEGIC GOALS AND OBJECTIVES TIDs

Programme 1

Strategic goal 1 Strengthen the administrative and financial management systems of the

department by 2020.

Goal Statement Build an effective and efficient administration capable of supporting and

implementing the Five Year Strategic Plan.

Justification A department that is able to provide leadership and account for its actions

and resources.



MTSF Priority 10 and 4: Building a developmental state including


institutions and; Strengthen the skills and human resource base;


public service and an empowered, fair and inclusive citizenship

Strategic Objectives 1. To attract and retain professional and competent personnel in the

department.

2. Efficient and effective departmental finance and governance support

services.

Indicator Title 1. To attract and retain

professional and competent personnel

to the department.

2. Efficient and effective

departmental finance and governance

support services

Short Definition Ensure 100% compliance to the

department’s employment equity

targets.

Efficient and effective departmental

finance and governance support services.

Purpose/importance To ensure the representivity of women

in Senior positions and meeting the

equity targets in terms of people with

disabilities.

To promote accountable and transparent

financial governance in the department

and to ensure compliance with all

regulatory and legislative prescripts and

frameworks.

Source/collection of

data

Persal reports BAS reports and Strategic Risk Assessment


Method of calculation Number of women SMS members/total

SMS members =

Quantitative

Data Limitation None None

Type of indicator Outcome Outcome

Calculation type Non-cumulative Non-cumulative

Reporting cycle Quarterly Quarterly

New indicator N N

Desired performance To attract professional and competent

personnel to the department.

Attain a robust and a sound financial

management system and enhance good

governance.

Indicator responsibility Chief Director: Corporate Services CFO

Programme 2

Strategic goal 2 Revitalisation and strengthening of Local Government performance

through the Back 2 Basics approach 2020.

Goal Statement Facilitating and strengthening meaningful public participation in service

delivery;

Strengthening cooperative governance horizontally and vertically

through IGR fora; and

Support municipalities to improve financial viability.

Justification Provision of support to municipalities for improved service delivery.

Democratic, well governed and effective municipal institutions capable of

carrying out their developmental mandate as per the constitution.

Links Chapter 7 of the Constitution of South Africa

Municipal Systems Act, Municipal Finance Management Act

NDP Priority: Building capable and developmental state

MTSF Priority 10: Building a developmental state including


institutions

MTSF Outcome 9: Responsive, accountable, effective and efficient

local government system


public service and an empowered, fair and inclusive citizenship; and

Provincial MTSF Priority 6: Fighting crime and corruption


Strategic Objectives 3. To promote and improve public trust in local government through

active and purposeful citizen engagement by 2020.

4. To support co-operative governance between the three spheres of

government through effective intergovernmental relations.

5. To improve municipal financial viability and management.

6. To monitor and evaluate municipal performance.

Indicator Title 3. To promote and improve public trust

in local government through active and

purposeful citizen engagement by

2020.

4. To support co-operative governance

between the three spheres of government

through effective intergovernmental

relations.

Short Definition Ensuring that ward committees are

established and ward councillors are

inducted in order for them to serve

communities better. Putting a system

in place where community concerns

can be recorded and managed by

municipalities.

Promotion of integrated planning

between the three spheres of government

to improve service delivery. Increasing the

fight against corruption.

Purpose/importance To ensure that citizens have a way to

communicate their concerns to the

government and get resolutions.

To ensure that the governance structures

are functional.


data

Municipal reports. Minutes of meetings.

Method of calculation Qualitative Quantitative

Data Limitation Accuracy of municipal reports. None



Reporting cycle Annual Annual

New indicator N N

Desired performance Improved service delivery through

community engagement.

Good governance through functional

structures.

Indicator responsibility Chief Director: Public Participation Chief Director: Governance, IGR,

Research, Policy and Leadership

Indicator Title 5. To improve municipal financial

viability and management by 2020.

6. To monitor and evaluate

municipal performance.

Short Definition To support municipalities in the

appointment of senior managers. To

To promote accountable and transparent

municipalities and ensure compliance


increase financial viability through

targeted support.

with all regulatory and legislative

prescripts and frameworks.

Purpose/importance To ensure optimal use of resources

municipalities.

To ensure municipal compliance.


data

Section 71 reports, Asset Registers,

Annual financial statements and Audit

Reports and Municipal reports on

compliance.

Municipalities; Gauteng Provincial

Treasury, National Treasury, The Auditor

General; SALGA, National DCOG

Method of calculation Quantitative Quantitative

Data Limitation None Accuracy of municipal reports.




New indicator N N

Desired performance Improved institutional and

administrative capability to effectively

perform and deliver services.

Improve performance, build effective

systems and resilient institutions of Local

Government.

Indicator responsibility Chief Director: Local Government

Support

Chief Director: Performance, Monitoring

and Evaluation

Programme 3

Strategic goal 3 Facilitate radical integrated infrastructure planning and the transformation of

cities and towns by 2020.

Goal Statement Provide support to municipalities so that they can effectively contribute to

spatial transformation; Improve IDP processes for better alignment while

providing support to Infrastructure and Human Settlement Mega projects by

2020; and Resilient communities through disaster preparedness by 2020.

Justification Sustainable service delivery and economic development that is responsive to

the needs and aspirations of the poor through a coordinated public sector.

Support provided to municipalities in terms of bulk infrastructure in areas

where there are Human Settlements planned.

Links Municipal Systems Act, SPLUMA and Integrated Urban Development

Framework (IUDF);

NDP Priority: Environmental sustainability, Transforming human

settlements and the spatial economy;


• MTSF Priority 3 and 9: Comprehensive rural development strategy linked

to land and agrarian reform and; Sustainable resource management and use

food security;

MTSF Outcome 7: Decent employment through inclusive growth;

MTSF Outcome 8: Sustainable human settlements and improved quality of

household life; and

MTSF Outcome 9: Responsive, accountable, effective and efficient local

government system.

Strategic Objectives 7. To provide support to Human Settlement Mega projects infrastructure

projects and the IDP process.

8. To coordinate and support the implementation of the National Disaster

Management Act.

Indicator Title 7. To provide support to Human

Settlement Mega projects and

Municipal infrastructure projects.

8. To coordinate and support the

implementation of the National Disaster

Management Act.

Short Definition Provision of support to Human

Settlement Mega projects by

assisting municipalities to have bulk

infrastructure plans in place.

Provide support on infrastructure

projects and on the expenditure of

municipal grants. Assist

municipalities to plan, implement,

operate and maintain bulk

infrastructure programmes and

projects.

Providing hands-on support to

municipalities in relation to the

development, review and

implementation of IDPs as required

by applicable legislation.

Municipalities in compliance with

SPLUMA through reviewing of

SDF’s, Land Use Management

schemes, By-laws, regulations and

capacity buildings.

To ensure an efficient, effective,

integrated and coordinated approach to

all aspects of disaster management in the

province with special emphasis on

prevention and mitigation as well as

ensuring the co-ordination and

management of provincial disasters that

occur in the province

Purpose/importance To support municipalities to improve

the performance on their projects.

To improve the level of preparedness of

government to be able to respond

appropriately to disasters by 2020.


data

Sector departments, municipalities and

utilities.

Disaster Management Quarterly reports.


Method of calculation Quantitative Quantitative

Data Limitation Unavailability of information. Non-

compliance with SPLUMA.

Lack of norms and standards for the

Disaster management Centres at

municipal level.


Calculation type Cumulative Cumulative


New indicator N N

Desired performance All municipalities develop legally

compliant IDPs. Municipalities

complying 100% with the SPLUMA.

Timeous response to disaster incidence

and reduction of impact on distressed

communities.

Indicator responsibility Chief Director: Infrastructure Support

Planning

Chief Director: Disaster Management and

Rescue Support Services

Programme 4

Strategic goal 4 Transformed, functional, accountable and sustainable institution of

traditional leadership by 2020.

Goal Statement 2 Traditional institutions that are financially sound and responding to the

needs of the relevant traditional communities.

Justification The empowerment of the institution of Traditional Leadership so that they

are able to serve their communities better. Train Traditional Leaders on the

legislation impacting their work.

Links Chapter 7 of the Constitution of South Africa • Municipal Structures Act,

Municipal Systems Act, Traditional Leadership and Governance Framework

Act, IGR Act etc. • NDP Priority: Building capable and developmental state

Strategic Objective 9. To improve the quality of management and administrative practices

in support of Traditional Leadership.

Indicator Title 9 To improve the quality of management and

administrative practices in support of Traditional

Leadership

Short Definition To support capacity initiatives for Traditional Leaders. To

review the complaints within the legislative framework

and respond to complainants. Ensure that systems and

structures are in place to govern the cultural practice of

initiation.


Purpose/importance To support institution of Traditional Leadership to be self-

sustaining.

Source/collection of data Monitoring reports, minutes of meetings, hotline reports

Method of calculation Quantitative

Data Limitation Willingness of external partners to participate in the

project.

Type of indicator Outcome

Calculation type Cumulative

Reporting cycle Annual

New indicator N

Desired performance Traditional Leaders that are empowered to play their role

in modern society.

Indicator responsibility Director: Traditional Affairs

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