1. CoGTA Annual performance plan 2012/13 and strategic plan presentation to the portfolio committee on cooperative governance and traditional affairs
13 March 2012

2. Overview
Strategic direction and approach
Detailed departmental Goals and Strategic Objectives
Overview of Financial allocations 2011
DCoG Specific Activities per Programme
DTA Specific Activities per Programme
Conclusion

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

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

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

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

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

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

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

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

11. CoGTA Budget Estimates
2012/13
2013/14
2014/15
R million
Total to be appropriated
Current payments
Transfers and subsidies
Payments for capital assets
Total
MTEF allocation
Administration
201.4
196.5
0.1
4.8
212.8
225.5
Policy, Research and Knowledge Management
46.1
39.8 –
6.3
48.7
52.0
Governance and Intergovernmental Relations
30.8
0.0
Disaster Response Management
555.2
43.1
510.0
2.2
586.9
622.1
Provincial and Municipal Government Systems
284.7
54.6
230.1
297.8
314.7
Infrastructure and Economic Development
6.0
Traditional Affairs
102.1
67.5
34.2
0.4
105.1
112.4
Total expenditure estimates
19.6

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

29. Thank You!!