Business Plan 2010/11 to the Portfolio...

Presentation of the COGTA Business Plan 2010/11

to the Portfolio Committee

13 April 2010

DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

2DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

Our mandate as derived from chapters 3,5, 6,7,9 & 12 of the constitution is to improve coordination across the three spheres of Government and to make sure that provinces and municipalities carry out their service

delivery and development functions effectively.

CoGTA Mandate CoGTA Mandate

An integrated, responsive and highly effective governance System to achieve sustainable development

and improved service

Vision Statement Vision Statement


Mission StatementMission StatementOur mission is to facilitate cooperative governance, promote traditional affairs and support all spheres of government, the institution of traditional leadership and associated institutions

through:

Development and implementation of appropriate policies and regulatory mechanisms to promote integration of government development programmes;

Achievement of social cohesion through the creation of enabling mechanisms for communities to participate in governance; and

Monitoring and evaluation of cooperation amongst government stakeholders to achieve improved service delivery.


Our ValuesOur Values

Guided by the Spirit of Ubuntu, our values are:

1. Professionalism;2. Activist approach;3. Goal orientation;4. Participation and Collectivism; and5. Service Excellence


Response to Response to issues raised by the issues raised by the Portfolio CommitteePortfolio Committee

ISSUE RESPONSE

Capacity to implement the LGTAS Provide leadership and direction Coordinate all Local Government support initiatives including Siyenza Manje

The Command Centre will assist provinces in building their own capacity to implement and monitor the LGTAS through agreements with the different provinces taking their different capacities into account.

Provincial support teams have already been established to support municipalities with developing and implementing their own municipal turnaround strategies



ISSUE RESPONSECoGTA’s Strategic PlanWhy is national government not included in the Strategic Objective?

National is included - see slide 16

Vision - COGTA does not deliver service

word ‘delivery’ is removed –see slide 2

Sector department responsibility and involvement

Establish system for managing and monitoring Stakeholder engagements and partnerships

Coordination Coordination occurs at different levelsThe Department of Human Settlements has to coordinate at the project implementation level to ensure integrated and quality delivery in line with sustainable settlement principles and objectives.Human Settlements have agreed to a grant coordination framework through a Joint Minmec process to improve integrated delivery



ISSUE RESPONSE

Municipal AccountabilityWhat happens if actions are not done

The main overall focus of the LGTAS is to build and strengthen professionalism and accountability of municipalitiesThe regulatory environment will be improved with respect to the quality of appointments in municipalities.The monitoring of performance management systems in municipalities will be improved

Two-tier system Through policy review-green paper we intent removing duplication of services and contestation between district and local municipalities especially provision of water services and poor performance by districts


ISSUE RESPONSE

Forensic audits and financial recovery

Support to municipalities to develop Anti- Fraud and Anti-Corruption Policies & Units

Through the Operation Clean Audit, the department in cooperation with provinces and provincial CoGTA’s will work together to monitor, follow up and develop remedial plans

LegislationWhat legislation will the department be tabling to Parliament?

Legislative Reform- see slide 19 below• Creation of legislation on certain provisions of the Constitution in respect to national and provincial powers of intervention• Reviewing how powers and functions are assigned and funded • Investigating new models of funding via the Equitable share to more directly benefit the more rural and vulnerable municipalities• Legislation impeding accelerated service delivery

Response to Response to issues raised by issues raised by the Portfolio Committeethe Portfolio Committee


ISSUE RESPONSE

Ward consultationHow will the consultation process with wards take place

The assessment process demonstrated that poor communication and strained relations between communities and government was partly a consequence of insufficient dedication to Ward and community consultation and communication processes by municipal governance structures.

IDPsIDPs must be long-term

Improved coordination of plans and budgets is a priority. The SDBIPs need more public scrutiny within the consultation process of the IDP

Reporting requirements Support the reduction of Municipal reports from 220 to 100 by 31 March 2011

Response to Response to issues raised by issues raised by the Portfolio Committeethe Portfolio Committee

Process towards the Process towards the development of the COGTA development of the COGTA

Business planBusiness plan

The CoGTA Business Plan FY 2010/11 has been developed as part of compliance to National Treasury

Regulations, but most importantly as our roadmap towards the fulfillment of our commitment to the

South Africa’s Citizens

DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS 8


Following the assessment of Local Government the department developed a LGTAS which has provided the basis for the development of municipal specificTurn Around Strategies

By 2011, together with our partners, we intend to actively work towards achieving the following:Significantly reducing the number of complaints of our people and communities against municipalities;Giving our Ward Committees the necessary powers and resources to develop and implement a Ward Development Plan;Reducing the instances and reported cases of fraud and corruption in municipalities;Ensuring a reformed regime of remuneration andthe provision for tools and trade for councillors, Ward Committee members and CDWs; Ensuring increased and effective monitoring of service providers by public representatives, officials and communities; Reducing the number of service delivery protests across the country.

BackgroundBackground


LG 10 point planSONA 2010ENE 2010Pre 2010 targets LGTAS 2009COGTA 5 Year

Strategic Plan (09-14)

Draft Business Plan 2010/11MTAS- Considered all the above directives

- Outlines initial key steps/milestones towards the achievement of our 5-year priorities

Scenario Planning 15 years and m

ore

5 Year Electoral Mandate (09-14)

Vision 2014MDG 2014

Policy, Research & Knowledge

Management

Corporate Planning Office of the DG

Corporate & Financial

Management Services

Support to line functions

Infrastructure & Economic

Development

Governance & Intergovernment

al Relations

Provincial and Municipal

Government Support

Local Governm

ent Turn-Around Strategy

CoGTA Value ChainCoGTA Value Chain

Support across the Three Spheres


Communities

National Sphere

Provincial Sphere

NDMC

Local Sphere

Com

mun

icat

ion

of G

over

nmen

t pro

gram

mes

The Value ChainThe Value Chain• The support provided to line functions by the support function is

intended to ensure that line functions are equipped/capacitated with appropriate tools in order to execute the CoGTA role as that of coordinator and facilitator; the role of National and Provincial Government will have to be maximised in this regard.

• Line functions consist of : Provincial and Municipal Support, Governance and Intergovernmental Relations, Infrastructure and Economic Development, Research Policy and Knowledge Management as well as Disaster Management, will ensure that provinces and municipalities are appropriately capacitated through reformed legislation, a differentiated approach to implementation and institutionalised support.


The Performance Plan: FY The Performance Plan: FY 2010/112010/11

• Each Programme has developed specific business plan FY 2010/11

• The plan is configured around the strategic priorities that have been set in our 5-year strategic plan. Therefore unit work will in some instances be scattered across strategic priorities.


COGTA Strategic PrioritiesCOGTA Strategic Priorities


CoGTA Business Plan ContentCoGTA Business Plan Content

• Performance Plan– Measurable Objectives

– Outcomes, Outputs, Indicators– Baseline, Targets (Annual and quarterly)– Service Delivery Improvement Plan

• Financial Allocation– Overview of budget– Service delivery Improvement Plan


The performance plan has clear targets that we have set and committed to. This is our statement of what we will do and be measured on by the end of the financial year.

PRIORITY 1: Contribute to building a developmental state in PRIORITY 1: Contribute to building a developmental state in national, provincial & local government that is efficient, national, provincial & local government that is efficient,

effective and responsiveeffective and responsive

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19



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PRIORITY 2:Strengthen accountability and clean PRIORITY 2:Strengthen accountability and clean governmentgovernment

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PRIORITY 2:Strengthen accountability and clean PRIORITY 2:Strengthen accountability and clean government government

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PRIORITY 2:Strengthen accountability and clean PRIORITY 2:Strengthen accountability and clean government government

PRIORITY 3: Accelerating Service Delivery and PRIORITY 3: Accelerating Service Delivery and Supporting the Vulnerable Supporting the Vulnerable

the Vulnerable

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the Vulnerable


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PRIORITY 4. Improving the Developmental capability PRIORITY 4. Improving the Developmental capability of the Institution of Traditional Leadershipof the Institution of Traditional Leadership

, ,

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Deliverables

Development of a national support programme for associated institutionsEffective and efficient ministerial and media liaison system in placeConduct CoGTA publicity programme on departmental programmes such as Siyenza Manje and Operation Clean AuditCommunication support to Public Participation initiativesPublic Relations, stakeholder liaison and events to profile the work of CoGTACommunication support for CoGTA programmes in provincesBuild developmental partnerships with regional and international developmental institutionsOversight over associated institutions improved by monitoring and reporting progress

PRIORITY 5: Fostering development PRIORITY 5: Fostering development partnerships, social cohesion and community partnerships, social cohesion and community

mobilisation mobilisation


Deliverables

Review the CoGTA strategic planning processesImplement the project management approachDevelop and implement of Internal Audit PlanCoordinate reporting on CoGTA cluster performance outcomes (Government Implementation Actions on government website)Provide legal support and institutionalise complianceStrengthen ICT support service standardsEnhance ICT infrastructure and assetsICT infrastructure in place to enable knowledge management

PRIORITY 6: Strengthen the organisational PRIORITY 6: Strengthen the organisational capacity and capability of the department to capacity and capability of the department to

deliver its mandate deliver its mandate

ENE, 2010

BUDGET ALLOCATIONSVOTE 3:

COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

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2010 MTEF ALLOCATIONS2010 MTEF ALLOCATIONS

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The Department’s total budget of R43.921 billion includes a large amount of direct charges and transfers as follows in R’000:Total voted funds 43 921 470Less Transfers Local Government:

MIG 12 528 884MSIG 212 000Equitable Share 30 167 706

Less Transfers to Entities:SALGA 24 625Municipal Demarcation Board 37 187SA Cities Network 5 104UCLGA 4 000CRL Commission 21 401Community work programme 490 325Traditional Affairs 49 462

Less Compensation of Employees 201 386Balance available 179 390Less Goods and services 169 962Less Capital Assets and Other transfers 9 420Available balance 0

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2010 MTEF Allocations as in the ENE2010 MTEF Allocations as in the ENE

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2010/11 2011/12 2012/13

1. Administration 188,131 197,680 205,088

2. Policy, Research and Knowledge Management Support 50,076 51,383 53,081

3. Governance and Intergovernmental Relations 43,570,837 50,076,543 56,850,590

4. National Disaster Management Centre 41,563 42,750 44,222

5. Traditional Affairs 70,863 80,793 85,292

TOTAL 43,921,47050,449,14

9 57,238,273

Summary of 2010 MTEF AllocationsSummary of 2010 MTEF Allocations

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2010/11 2011/12 2012/13

R’000 R’000 R’000

Compensation of Employees

241,929 255,265 268,050

Equitable Share 30,167,706 33,939,901 37,234,396

Conditional Grants 12,740,884 15,293,271 18,557,935

Transfers to Public Entities

92,317 98,616 103,532

Other Transfers 709 731 738Earmarked Funds 567,225 749,586 960,535Departmental Operations 110,700 111,779 113,087

TOTAL 43,921,470 50,449,149 57,238,273

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2010 MTEF Allocation Summary vs Dept Operations2010 MTEF Allocation Summary vs Dept Operations

Detail of earmarked allocations/transfers (R’000)

Detail of earmarked allocations/transfers (R’000)

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Allocations of Local Government TransfersAllocations of Local Government Transfers

Local Government Transfers

Audited outcome2007/08

Audited Outcome2008/09

Adjusted appropriation

2009/10MTEF

2010/11MTEF

2011/12MTEF

2012/13

Local Government equitable share

18,057,94 0 20,675,620 24,355,502 30,167,706 33,939,901 37,234,396

Municipal infrastructure grant 5,938,409 8,754,140 11,433,494 12,528,884 15,068,551 18,321,979Municipal systems improvement grant 200,000 200,000 200,000 212,000 224,720 235,956

TOTAL24,196,34

9 29,629,760 35,988,996 42,908,590 49,233,172 55,792,331

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MTEF Allocations Local Government equitable share

(R’000)

MTEF Allocations Local Government equitable share

(R’000)Local government equitable share 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Eastern Cape 2,550,317 3,159,058 3,591,433 4,450,185 4,998,756 5,498,148

Free State 1,450,085 1,819,404 2,298,470 2,805,978 3,140,248 3,414,925

Gauteng 5,845,721 7,098,290 4,089,325 5,445,197 6,197,137 6,857,427

KwaZulu Natal 3,471,086 4,334,407 4,470,783 5,533,343 6,255,840 6,871,291

Limpopo 1,820,529 2,296,292 2,984,677 3,666,434 4,119,918 4,526,490

Mpumalanga 1,520,880 1,883,034 2,346,141 2,803,310 3,108,079 3,379,625

Northern Cape 487,348 604,884 748,045 909,198 1,014,604 1,108,938

North West 1,413,340 1,767,730 2,240,862 2,563,886 2,860,905 3,118,371

Western Cape 2,116,314 2,549,848 1,585,766 1,990,175 2,244,414 2,459,181

TOTAL 20,675,620 25,512,947 24,355,502 30,167,706 33,939,90137,234,39

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40

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MTEF Allocation Municipal infrastructure grant

(R’000)

MTEF Allocation Municipal infrastructure grant

(R’000)Municipal infrastructure grant 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Eastern Cape 1,894,890 1,725,114 2,136,233 2,375,973 2,857,594 3,474,573

Free State 1,258,725 547,502 793,029 869,071 1,045,236 1,270,912

Gauteng 1,058,152 1,197,076 1,584,796 1,821,262 2,190,441 2,663,377

KwaZulu Natal 1,620,268 2,292,191 2,633,297 2,756,806 3,315,625 4,031,497

Limpopo 980,189 1,185,299 1,465,222 1,688,105 2,030,292 2,468,649

Mpumalanga 576,005 600,028 928,751 978,689 1,177,074 1,431,215

Northern Cape 243,718 181,614 335,113 353,283 424,896 516,634

North West 762,093 710,138 896,277 989,883 1,190,538 1,447,585

Western Cape 360,100 698,840 660,776 695,812 836,855 1,017,537

TOTAL 8,754,140 9,137,802 11,433,494 12,528,884 15,068,551 18,321,979

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MTEF allocations: Municipal Systems Improvement Grant

(R’000)

MTEF allocations: Municipal Systems Improvement Grant

(R’000) Municipal Systems Improvement Grant 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Eastern Cape 27,868 29,595 28,870 33,950 35,840 38,000

Free State 19,160 17,705 18,465 19,250 20,370 21,200

Gauteng 8,404 7,755 7,175 8,750 9,210 11,800

KwaZulu Natal 40,076 43,180 41,040 45,050 48,180 50,000

Limpopo 23,502 23,675 19,675 21,000 22,370 24,756

Mpumalanga 18,794 15,435 16,895 16,450 17,570 17,400

Northern Cape 25,084 24,540 28,810 25,600 26,820 26,800

North West 17,820 18,550 19,325 18,450 19,550 20,400

Western Cape 19,292 19,565 19,745 23,500 24,810 25,600

TOTAL 200,000 200,000 200,000 212,000 224,720 235,956

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MIG Allocation Breakdown Per Sector2010/11

MIG Allocation Breakdown Per Sector2010/11

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1. Administration

2. Policy, Research and Knowledge Management Support

3. Governance and Intergovernmental Relations

4. National Disaster Management Centre

5. Traditional Affairs

6. Infrastructure and Local Economic Development

7. Provincial and Municipal Government Support

CoGTA ProgrammesCoGTA Programmes

1. The Department is organised into five programmes as follows:

1. Administration2. Policy, Research and Knowledge Management Support3. Governance and Intergovernmental Relations4. National Disaster Management Centre5. Traditional Affairs

2. Detail of the functions performed in each Programme is summarised in the following slides

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CoGTA ENE 2010 ProgrammesCoGTA ENE 2010 Programmes

Programme 1: Administration (R188,131 million)

Overall management and administration of the Department

Programme 1: Administration (R188,131 million)

Overall management and administration of the Department

Minister, Management, Corporate Services, Communication & Liaison and Office Accommodation

•The budget for the Programme increases at an annual average rate of 4,2 per cent over the 2010 MTEF period from R188.131 million in 2010/11 to R205.088 million in 2012/13

•The increase over the medium term is due mainly to inflation related adjustments

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Functions• Management: Research and Policy• Policy, Methods and Research• Knowledge and Information Management• Information and Business Technologies

• Over the MTEF period, the spending focus will be on the development of ongoing research input and knowledge base for the development of policy and setting of information management systems of the department. The expenditure in this programme is expected to increase from R50.1 million in 2010/11 to R53.1 million in 2012/13 which represents an average annual rate of 9.4 per cent

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Programme 2:Policy, Research and Knowledge Management Support

(R50.076 million)Provide specialised support services to the department in the areas of research and

knowledge management, policy formulation, monitoring and evaluation, and information and business technologies

Programme 2:Policy, Research and Knowledge Management Support

(R50.076 million)Provide specialised support services to the department in the areas of research and

knowledge management, policy formulation, monitoring and evaluation, and information and business technologies

Programme 3: Governance and Intergovernmental Relations (R43 570.837 million)

Improve vertical and horizontal coordination and alignment between all spheres of government as well as promote public participation in governance through regulatory mechanisms as well as

oversight, intervention, support programmes to provinces, municipalities and associated institutions

Programme 3: Governance and Intergovernmental Relations (R43 570.837 million)

Improve vertical and horizontal coordination and alignment between all spheres of government as well as promote public participation in governance through regulatory mechanisms as well as

oversight, intervention, support programmes to provinces, municipalities and associated institutions

Functions

• Management: Municipal and Provincial Government• Provincial & Local Government Support • Infrastructure and Economic Development• Intergovernmental Relations coordination and Fiscal relation• Governance and Public Participation• Community Work Programme• Equitable share• Municipal systems improvement programme• Municipal infrastructure grant• South African Local Government Association• Municipal Demarcation Board• South African Cities Network• United Cities and Local Government of Africa

• The biggest portion of expenditure is on the local government equitable share to the total value of 125.7 billion over the MTEF period which represent 68 per cent of the total transfers. This is an integral funding instrument to supplement municipal revenue to allow municipalities to provide free basic services to poor households, and to fund institutional capacity and support for weaker municipalities in remote rural areas .

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Programme 4: National Disaster Management Centre(R41.563 million)

Promote an integrated and coordinated system of disaster management with special emphasis on prevention, mitigation and preparedness by national, provincial and municipal organs of state, statutory functionaries, other role players involved in disaster management

and communities



and communities

Functions

• Management: Head of Disaster• Legislation, Policy and Compliance management• Implementation Coordination and Support• Intelligence Systems and Support

• Expenditure increased from R37.6 million in the 2006/07 to R98.7 million in 2009/10 at an average annual rate of 38 percentage. The growth was mostly due to an additional R60 million to implement disaster management contingency plans for the 2010 FIFA World Cup. 54



and communities



and communities

• Over the MTEF period, expenditure is expected to decrease at an average annual rate of 23.5 per cent to reach R44.2 million in 2012/13. The decrease is as a result of the once-off allocation of R60 million discussed above. The sub programme Intelligence Systems and Support has increase due to the elevation of Disaster management to be a programme in order to continually promote and strengthen an integrated and coordinated system of disaster management on fully functional 13 centres: 1 national, 7 in provinces, 5 of the host cities.

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Programme 5: Traditional Affairs (R70.863 million)

Improve the developmental capacity and capability of the institution of Traditional Affairs

Programme 5: Traditional Affairs (R70.863 million)

Improve the developmental capacity and capability of the institution of Traditional Affairs

Functions

• Management: Head of Traditional Affairs• Policy and Legislation for Traditional Affairs• Institutional, Support and Coordination• Commission for the Promotion and Protection of the Rights of Cultural, Religious

and Linguistic Communities• Commission on Traditional Leadership Disputes and Claims• National House of Traditional Leaders

• Expenditure is expected to increase at an average annual rate of 17 per cent over the MTEF period due to additional funds received for the establishment of the Department of Traditional Affairs.

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