DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

Department of Co-operative Governance and Traditional Affairs30 June 2009Presentation to the Select Committee (NCOP)

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Overview of the presentation: • Purpose of the dplg • Key focus areas; • Strategic objectives; • Performance for the year 2008/09 • Branches; • Performance; • Additional highlights • Strategic lessons • Priorities for 2009/10 • Vote 29 MTEF Budget Review • Interventions requiring legislative involvement • Implication of proposed changes. Looking Back Looking Ahead

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Purpose of the presentation: • Provide feedback on the performance of the department for the 2008/9 financial year; and • Provide an overview of the strategic priorities of the new Department of Co-operative Governance and Traditional Affairs.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS PURPOSE OF THE DEPARTMENT OF PROVINCIAL AND LOCAL GOVERNMENT (DPLG)

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Purpose : • Develop appropriate policies and legislation to promote integration in government’s development programmes and service delivery; • Provide strategic interventions, support and partnerships to facilitate policy implementation by provincial and local government; and • Create enabling mechanisms for communities to participate in governance.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Key focus areas of the dplg: • Policy; • Traditional leadership; • Local Government • Provincial government; • Service delivery and development targets; • Capacity building and hands-on support; • Public participation; • Stakeholder mobilisation; • Monitoring and evaluation; • Knowledge management and innovation; and • Organisational capability and performance.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Strategic objectives of the dplg: • To build and enhance the governance system in order to enable sustainable development and service delivery; • To oversee the implementation of the intergovernmental programme of support to the Institution of Traditional Leadership to perform their constitutional mandate; • To build and strengthen the capability and accountability of provinces and municipalities to implement their constitutional mandate; • To monitor, evaluate and communicate the impact of government programmes in municipal areas in order to enhance performance, accountability and public confidence; and • To strengthen the dplg’s organisational capability and performance to deliver on its mandate.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS ASSESSMENT OF PERFORMANCE FOR THE FINANCIAL YEAR 2008/09

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS 2008/09 Performance Branches within the dplg: • Governance, Policy and Research; • Free Basic Services and Infrastructure; • Systems and Capacity Building; • Urban and Rural Development; • Monitoring and Evaluation; and • Corporate Services.

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

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS ADDITIONAL HIGHLIGHTS

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Additional Highlights (1): • Since November 2008 the Ministry undertook an initiative of visiting three provinces to determine the state of service delivery and interact with various stakeholder; • Between Dec 2008 – March 2009, Provincial Coordinators and Service Delivery Facilitators (SDFs) have assisted in addressing key problems in municipalities;

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Additional Highlights (2): • Between 2006 – 2009, a total of 1 283 professionals and experts have been deployed to municipalities; and • Support was provided to the filling of critical vacancies. During 2008 the vacancy rate for S57 managers in municipalities was reduced to 12%.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS IMPORTANT LESSONS LEARNT

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Key lessons: • Lack of clarity with respect to powers and functions between the three spheres of government has led to inefficiencies and ineffectiveness in service delivery; • The voluntary nature of the IGR Framework has proven to be an issue; • The provision of Hands-on Support at the local level has significantly improved national government’s understanding of the challenges in the local space, but sustainability has been a challenge;

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Key lessons: • Service delivery to the poor remains our greatest challenge; • Local government in 2009 in South Africa is in a state of distress and the majority of South Africans have little confidence in our municipalities; • The capacity of Provincial Government needs to be strengthened and their role and responsibilities clarified;

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Key lessons: • Lack of accountability and high levels of fraud and corruption at the local level remains a key challenge; and • National coordination, regulation, support and oversight of local government is fragmented and dispersed throughout government.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS STRATEGIC PRIORITIES FOR 2009/10

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS STRATEGIC PRIORITIES FOR 2009-14 • Facilitate integrated and responsive governance in a developmental state; • Strengthen accountability and clean government; • Accelerate service delivery and support the vulnerable; • Improve the developmental capability of the institution of Traditional Leadership; and • Fostering development partnerships, social cohesion and community mobilization.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Priority 1: Facilitate integrated and responsive governance in a developmental state • Integrated Development Planning and Facilitation – NPC, PGDS’s and IDPs; • Align spatial planning and land use management within the national planning framework; • Review and strengthen legislation on intergovernmental relations; and • Strengthen institutional and cooperative governance capacity – PG&LG.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Priority 2: Strengthen accountability and clean government • Improve monitoring and oversight over PG & LG; • Combat corruption and promote ethics and integrity – targeting both officials and elected leaders; • Improve accountability systems and transparency; and • Implement Operation Clean Audit 2014

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Priority 3: Accelerate service delivery and support vulnerable • Accelerate provision of infrastructure and service delivery – focus on quality of service, backlog, growth and maintenance; • Focus on infrastructure to stimulate economic development; • Support the vulnerable; • Improve disaster management capacity; and • Support for 2010 Soccer World Cup.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Priority 4: Improve developmental capacity of the Institution of Traditional Leadership • Facilitate integration of the institution into the governance system; • Ensure transformation of the institution; • Ensure institution plays a key role in rural development, promoting peace, fighting poverty, promoting indigenous knowledge systems, combating spread of HIV and AIDS; and • Ensure functional relationships with civil society, organs of state and regional bodies.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Priority 5: Foster development partnerships, social cohesion and community mobilization • Ensure a shared development agenda and support amongst key stakeholders; • Embed trust in the work and decisions of government by enhancing community participation; • Ensure communities become active partners in the provision of services and development; • Enhance social cohesion, non-racism and nation building at local level; and • Ensure effective implementation of international partnerships and agreements.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS BUDGET REVIEW

1. BUDGET REVIEW

2. BUDGET REVIEW

3. BUDGET REVIEW * Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities ** Commission on Traditional Leadership Disputes and Claims

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Interventions requiring legislative involvement: • Fast-track legislation on traditional leadership in parliament and the integration of the KhoiSan into the institution of traditional leadership • Legislation on sub-national powers and functions to regulate / replace Schedules 4 & 5 • National legislation to govern the core structures and systems of provincial government • Reform the two-tier system of local government • Reform the intergovernmental fiscal system to promote viable provincial and local government • Strengthen legislative provisions to intervene directly in provincial and local government • Separate municipal legislative and executive functions more clearly

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Interventions requiring legislative involvement: • Strengthen the regulatory framework on performance management and compliance with the Codes of Conduct for administrative officials and elected representatives • Reform the regulatory and funding regime for Ward Committees • Reform the regulatory regime for supply chain management in provincial and local government • Review legislation on anti-corruption as it relates to provincial and local government • Review the legislative framework for fire services • Ensure a greater alignment and standardization in the regulatory , institutional and support framework for the institution of traditional leadership across provinces • Amend the Organised Local Government Act • Amend the legislation on the S185 / CRL Commission

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Implications for Change: The following transformatory steps are necessary for the achievement of the new mandate of the department. This shall include, amongst others, the following: • Organizational Review for service delivery improvement, CGTA will ensure full optimal utilization of human capital, • Profiling and classification of posts for placement of existing employees, • Recruitment of new employees with necessary competencies, in the event where such competencies are not available internally, • Reviewal of the structure in support of the new mandate, along with the set priorities, • A fair and transparent procedure for placement and appointment of employees will be developed in order to allay fears and uncertainties amongst employees. • The transformation process will be closely managed to avoid staff redundancy or possible job losses, and • Staff who lack necessary skills to perform their tasks in support of the new mandate will be retrained. • This process will be finalized by end of August 2009.

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS WE THANK YOU

DEPARTMENT OF CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS