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DELEGATION Ms MJJ Thupana Chairperson: Municipal Demarcation Board Mr AM Adam

DELEGATION Ms MJJ Thupana Chairperson: Municipal Demarcation Board Mr AM Adam Deputy Chairperson: Municipal Demarcation Board Mr DKN Ligege Acting Chief Executive Officer Mr A Ramagadza Executive Manager: Operations and Research Ms ML Ratya Acting Chief Financial Officer.

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DELEGATION Ms MJJ Thupana Chairperson: Municipal Demarcation Board Mr AM Adam

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  1. DELEGATION Ms MJJ Thupana Chairperson: Municipal Demarcation Board Mr AM Adam Deputy Chairperson: Municipal Demarcation Board Mr DKN Ligege Acting Chief Executive Officer Mr A Ramagadza Executive Manager: Operations and Research Ms ML Ratya Acting Chief Financial Officer STRATEGIC PLAN AND BUDGET 2014 TO 2019MUNICIPAL DEMARCATION BOARDBRIEFING TO THE PORTFOLIO COMMITTEE ON COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

  2. OUTLINE OF PRESENTATION MEMBERS OF THE BOARD INSTITUTIONAL ARRANGEMENTS LEGISLATIVE MANDATE OF THE BOARD VISION AND MISSION PERFORMANCE OUTCOMES OF 2013/14 FINANCIAL YEAR 2013 – 2018 STRATEGIC PLAN 2014 STRATEGIC PRIORITIES 2014 ANNUAL PERFORMANCE TARGETS MEDIUM TERM EXPENDITURE FRAMEWORK CHALLENGES CONCLUDING REMARKS

  3. PURPOSE OF THE PRESENTATION • To enable the Portfolio Committee to discharge is mandate of oversight on Budget Vote 3, specifically on the Municipal Demarcation Board; • To present to the Portfolio Committee: • Progress with implementation of the MDB Strategic Plan; • Performance outcomes on predetermined objectives for the 2013/4 financial year; • The Annual Performance Plan for the 2014/15 financial year; • The budget allocation of the institution.

  4. MEMBERS OF THE BOARD The President of the Republic of SA appointed the new Board with effect from 20 February 2014. • Members of the Board are as follows: Ms Jane Thupana - Chairperson Mr Ashraf Adam - Deputy Chairperson Mr LD Tsotetsi Prof Isobel Konyn Ms NompumeleloMpofu Mr SimphiweDzengwa Ms Shivon Wiggins Mr Maruping Wildebees Ms Mmatsie Mooki • Board members serve for a term of five years. • The Chairperson is the only full time member.

  5. INTRODUCING THE CURRENT MDB Ms Mmatsie Mooki Ms Shivon Wiggins Ms Jane Thupana Chairperson Mr Ashraf Adam Deputy Chairperson Mr LD Tsotetsi Mr Maruping Wildebees Ms Nompumelelo Mpofu Mr Simphiwe Dzengwa Prof Isobel Konyn

  6. INSTITUTIONAL ARRANGEMENTS • THE BOARD The Board is led by an Executive Chairperson, and discharges its duties through subcommittees of the Board which are: • Executive Committee • Policy and Research Committee • Boundaries, Powers and Functions Committee • Remuneration and Human Capital Committee • Audit and Risk Committee • ADMINISTRATION The administration support the Board and is led by a Chief Executive Officer and Accounting Officer. The institution has three Divisions which are: • Operations and Research Division • Finance Division • Corporate Services Division

  7. LEGISLATIVE MANDATE

  8. STRATEGIC CONTEXT • The overlapping mandate dictates that MDB’s sustainability is intrinsically intertwined with that of other players in the Local Government sector e.g. Independent Electoral Commission (IEC), Financial and Fiscal Commission (FFC) and Department of Cooperative Governance and Traditional Affairs (DCOGTA). MDB will focus on creating collaborations and partnerships without compromising its independence. • An investment in stakeholder consultation and public participation will deepen our democracy and enrich MDB’s decisions. • Sustainability of the local government sector depend among others on a solid spatial planning framework which is possible if spatial configuration of municipal boundaries can stabilise. • Build the research and knowledge management capacity for the MDB to be once more a repository of knowledge for municipalities and the public.

  9. VISION AND MISSION • VISION • The Board’s vision is the full realisation of Constitutional and local democracy in South Africa characterized by functional and viable municipalities, spatially configured so that its boundaries and wards covers the whole territory of the Republic, including productive and inclusive metropolitan municipalities, sufficiently and optimally capacitated district and local municipalities which are supported by sound local government system. • MISSION • To perform its functions and to exercise its powers in such a manner as to empower municipalities to fulfil their constitutional obligations, primarily the provision of democratic and accountable local government, and effective, efficient and sustainable service delivery within sound boundaries. Beyond boundaries

  10. PERFORMANCE OUTCOMES FOR 2013/14 The Board tabled the 2013/14 Annual Performance Plan to the Portfolio Committee on 19 March 2013 83% of the targets on the Annual Performance Plan were achieved The 2013/14 financial year was the last phase of finalising re-determinations of municipal outer boundaries. The Board completed the outer municipal boundary redeterminations during October 2013 The MDB developed a classification system which differentiated between the different types of redetermination requests received. These included proposals for the redetermination of metropolitan municipal boundaries, the disestablishment and/or amalgamation of municipalities, the re-categorization of municipalities, and technical or minor changes to municipal boundaries The classification of re-determinations is presented next:

  11. PERFORMANCE OUTCOMES FOR 2013/14 Type A – Technical and minor re-determinations • This redetermination entails a small-scale boundary adjustment and/or alignment which will have: • a minor impact on the geographic area, • a negligible or no impact on the number of voters, and • no impact on the capacity of the affected municipalities; Type B – Consolidations and Annexations • This is a medium-scale boundary redetermination that may impact on a sizeable geographic area and on the number of voters in one or all the municipalities affected. This type of determination may impact on ward arrangements but will not materially impact on the capacities of the affected municipalities to deliver services.

  12. PERFORMANCE OUTCOMES FOR 2013/14 Type C – Amalgamation and Re-categorisations This type of re-determination entails a major and large-scale municipal boundary redetermination, which will have a significant impact on the geographic area, the number of voters and the capacity of the affected municipalities. The redetermination may include the merging of adjacent municipalities or the splitting of municipal areas to create new municipal areas. It requires the MEC responsible for local government to disestablish an existing municipality or municipalities, and establish a new municipality or municipalities. This type also includes the declaration of new metropolitan municipalities with or without boundary changes. Such a re-categorisation as a metropolitan municipality must satisfy Section 2 of the Municipal Structures Act and Sections 24 and 25 of the Municipal Demarcation Act.

  13. PERFORMANCE OUTCOMES FOR 2013/14 Total number of requests considered by the Board

  14. PERFORMANCE OUTCOMES FOR 2013/14 • Of 1 028 boundary re-determinations, 204 were published in terms of section 26 of the MDA, indicating the Board’s intention to consider the requests. • Formal investigations and public meetings were held pertaining to the above requests. • Public meetings were viewed by the Board as an essential and valuable opportunity to advance the democratic principles of transparency and openness in the process of boundary demarcation. • These meetings gave communities the opportunity to make their views known to Board on proposals that affected them and their environment, and further enabled the Board to provide additional clarity and information where required and to correct misperceptions about the demarcation process. • 22 public meetings and 90 formal investigations were conducted. • Out of 204 cases published in terms of section 26, the Board re-determined 157 cases. • Of which 10 were major redeterminations (Type C) which materially affect voter representation.

  15. PERFORMANCE OUTCOMES FOR 2013/14 • The Board re-determined municipal boundaries for a total number of 157 proposals. The resulting Section 21 notices were published in the relevant provincial gazettes and a 39-day period was given for the lodging of objections.

  16. PERFORMANCE OUTCOMES FOR 2013/14 Number of cases, confirmed, varied or withdrawn

  17. PERFORMANCE OUTCOMES FOR 2013/14 • The municipal boundary redeterminations have led to a change in the number of municipalities in KwaZulu-Natal and Gauteng. • The number of district municipalities has reduced by one in Gauteng. • The number of metropolitan municipalities (category A) will increase to nine, with a new Category A municipality established in Gauteng. • The number of local (category B) municipalities has, however, been reduced from 226 to 215. • The greatest number of boundary changes occurs in KwaZulu-Natal, where the total number of local municipalities has been decreased by seven as a result of amalgamations. • These boundary redeterminations will take effect on the date of the next Local elections i.e. 2016.

  18. 2013-2018 STRATEGIC PLAN

  19. 2013-2018 STRATEGIC PLAN

  20. 2013-2018 STRATEGIC PLAN

  21. 2014 STRATEGIC PRIORITIES The primary area of performance for the period 2014/15 will be: • Delimitation of wards for the 2016 Local Government Elections; • Bi-annual Assessment of Municipal Capacity; • Render advisory service in respect of Demarcation matters; • Undertaking Research into Local government; • An efficient and effective organisation; • Ensure good Corporate Governance.

  22. PROGRAMMES SUPPORTING IMPLEMENTATION OF STRATEGY The implementation of the strategy is supported by three programmes as follows: Programme 1: Operations and Research • This programme provides specialist support services to the Board in the areas of Delimitation of municipal wards, Categorisation of municipalities and Research. • The programme gives effect to the institution’s legislative mandate of determining and re-determining municipal boundaries, categorisation of municipalities, delimitation of municipal wards, assessment of municipal capacity and rendering advisory services to matters pertaining to demarcation. • The programme consists of three sub-programmes which are: • Sub-programme 1.1: Delimitation and Determinations • Sub-programme 1.2: Research • Sub-programme 1.3: Geographic Information Systems (GIS) and Database Management

  23. PROGRAMMES SUPPORTING IMPLEMENTATION OF STRATEGY Programme 2: Financial Management • This programme provides financial management services to the institution. It gives effect to the MDB’s strategic goal of an effective and efficient organisation. The programme consists of one sub-programme which is: • Sub-programme 2.1: Financial management Programme 3: Corporate Services • This programme provides administrative and corporate services to the institution. The programme gives effect to the institution’s strategic objectives, i.e. • Optimal performance and service focused culture; • Enhancement of stakeholder relations and communication; • Ensuring good governance • It consists of three sub-programmes, which are • Sub-programme 3.1: Administration and Human Resources, • Sub-programme 3.2: Legal and Secretariat and • Sub-programme 3.3: Stakeholder management and Communication.

  24. OPERATIONS AND RESEARCH PROGRAMME 1

  25. 2014 ANNUAL PERFORMANCE TARGETS Programme 1

  26. 2014 ANNUAL PERFORMANCE TARGETS PROGRAMME 1

  27. 2014 ANNUAL PERFORMANCE TARGETS PROGRAMME 1

  28. A GLANCE AT WARD DELIMITATION Ward delimitation process IEC Process Draft wards and Public participation Prepare for local elections IEC Process Legal and Consultation process

  29. WARD DELIMITATION PROCESS • Municipal wards are reviewed every five (5) years in all municipal areas both metropolitan and local municipalities. • A ward is delimited or configured for purposes of facilitating local elections thereby deepening democracy at a local level. • For each municipal ward, a ward councillor is elected. • The Municipal Demarcation Board has a responsibility to delimit wards to empower the electorate to elect councillors and parties of their choice in the municipal area within which the elected councillors and the municipal administration must provide services.

  30. KEY LEGAL REQUIREMENTS PER MUNICIPAL STRUCTURES ACT, 1998 • The ward delimitation criteria are different from the general criteria guiding decisions on outer boundaries. This is because the demarcation criteria are largely about ensuring viable, effective and sustainable municipalities, whereas the ward criteria are almost exclusively about ensuring the conditions for local democracy and representation of voters on the municipal council. • When delimiting municipal wards the Board is legally obliged to adhere to certain legislation. The main piece of legislation to which we work is Schedule 1 to the Municipal Structures Act No 117 of 1998 sets out criteria to which the Board required to have regard in conducting ward delimitations. In broad terms, they are: • The number of registered voters in each ward may not vary by more than fifteen per cent from the norm, where the norm is determined by dividing the total number of registered voters on the municipality's segment of the national common voters roll by the number of wards in the municipality.

  31. KEY LEGAL REQUIREMENTS IN MUNICIPAL STRUCTURES ACT, 1998 • The need to avoid as far as possible the fragmentation of communities. • The object of a ward committee as set out in section 72(3) which is to enhance participatory democracy in local government. • The availability and location of a suitable place or places for voting and counting if appropriate, taking into consideration- (i) communication and accessibility; (ii) density of population; (iii) topography and physical characteristics; and (iv) the number of voters that are entitled to vote within the required time-frame. (e) the safety and security of voters and election material. (f) identifiable ward boundaries.

  32. KEY LEGAL REQUIREMENTS IN MUNICIPAL STRUCTURES ACT, 1998 The above criteria seeks to: • ensure less disruption to the voting process. • ensure that all voters in a ward are able to reach a voting stations easily. • ensure the safety and security of voters. • ensure that residents who think of themselves as a community are able to vote together and are able to participate in the process together. • ensure that communities are kept together in the same ward (though this is not always possible, especially with regard to traditional author areas).

  33. 2014-2015 WARD DELIMITATION PLAN

  34. 2014-2015 WARD DELIMITATION PLAN

  35. FINANCIAL MANAGEMENT PROGRAMME 2

  36. 2014 ANNUAL PERFORMANCE TARGETS Programme 2

  37. 2014 ANNUAL PERFORMANCE TARGETS Programme 2

  38. CORPORATE SERVICES PROGRAMME 3

  39. 2014 ANNUAL PERFORMANCE TARGETS PROGRAMME 3

  40. 2014 ANNUAL PERFORMANCE TARGETS PROGRAMME 3

  41. 2014 ANNUAL PERFORMANCE TARGETS Programme 3

  42. 2014 ANNUAL PERFORMANCE TARGETS PROGRAMME 3

  43. 2014 ANNUAL PERFORMANCE TARGETS PROGRAMME 3

  44. MEDIUM TERM EXPENDITURE FRAMEWORK Historic performance

  45. MEDIUM TERM EXPENDITURE FRAMEWORK Budget allocation from Vote 3 • Budget allocation increased from R42.1m in 2013/14 to R44.2m • Representing a nominal increase of 4.9% • Budget shortfall will be funded by accumulated surpluses over the medium term • Accumulated surpluses as at 31 March 2014 amount to R25.6m

  46. MEDIUM TERM EXPENDITURE FRAMEWORK Budgeted Expenditure by Economic classification

  47. MEDIUM TERM EXPENDITURE FRAMEWORK Budgeted Expenditure by Programme

  48. MEDIUM TERM EXPENDITURE FRAMEWORK Utilisation of accumulated funds

  49. CHALLENGES Challenges with respect to the functions of the Board: • Litigations in respect of decisions taken by the Board which may affected other processes of the Board such as preparations for 2016 local elections • Proposals of Boundary redeterminations outside of the mandate of the Board, specifically provincial boundaries • Lack of institutional capacity within the core functions. This gap will be closed during the current financial year by filling vacancies of critical positions such as Head of Research, research specialists and Head of Stakeholder management and Communication

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