Director - General Prof. MC Nwaila October 2012

DTA ANNUAL REPORT FY 2011-2012 PRESENTATION TO THE PORTFOLIO COMMITTEE ON

COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

Director - General Prof. MC Nwaila

October 2012

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Purpose of the Presentation

To present the DTA Annual Performance for the 2011-2012 financial year in line with Section 40 (1) (e) of the PFMA.

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Impact on traditional

communities

Vision and Mission

Effective and efficient traditional affairs that contribute towards sustainable development

and service delivery

Effective and efficient traditional affairs that contribute towards sustainable development

and service delivery

VISION

To coordinate traditional affairs activities across government through:•Development of appropriate policies, systems and regulatory framework for governing traditional affairs•Enhancement of organisational efficiency and effectiveness•Establishment of capacity development systems and partnership models•Undertaking periodic research and development on traditional affairs matters•Monitoring and evaluation of the performance of DTAand its entities

MISSION

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Approved Organisational Structure

DTA Approved Staff Establishment

The approved structure has 127 posts. Only 79 of the 127 positions are funded and filled.

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Where we are

Progress on issues Previously raised by the Portfolio Committee

Progress on issues Previously raised by the Portfolio Committee

Questions asked for DTA Progress What is the Department doing in terms of Regulations to address inconsistencies of support, including burials, of Kings and Queens

The DTA is currently finalizing tools of trade handbook through the Ministerial Task Team to address inconsistencies within the institution of traditional leadership

How does DTA support and capacitate the CRL Rights Commission to deliver on its mandate

DTA supported the CRL Rights Commission in terms of planning and alignment processes as well as providing funding support and motivating for additional funding from National Treasury to enable the Commission to deliver on its mandate. It is now adequately funded

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Summary of achievements per strategic objective

Strategic Objective 1: To build organizational capacity of the Department of Traditional Affairs and strengthen the capability to deliver on its mandate

Achievements Department prioritised setting up systems to improve its functioning. These systems

include:

•Planning and performance reporting through the development and implementation of

Planning and Reporting Guidelines,

•organisational performance monitoring and evaluation system

•Budget management system

•Performance Management and Development systems

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Strategic Objective 1: To build organizational capacity of the Department of Traditional Affairs and strengthen the capability to deliver on its mandate

Achievements Established structures for COGTA portfolio engagement with stakeholders, namely:

( Minister and National House Engagement session (MINHTL), Minister and KhoiSan

Engagement Sessions (MINKHOISAN) and Minister and CONTRALESA Engagement

sessions (MINCONTRALESA). These are structures where the Minister engages with

Traditional Affairs stakeholders on Departmental programmes and stakeholders needs

The Department also developed systems for communication, marketing and branding

of the DTA. The Department now has its own website.

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Strategic Objective 2: To enhance alignment and standardization in the regulatory, institutional, and support framework for traditional affairs across provinces and municipalities

Achievements

The Department repealed and consolidated the National House

of Traditional Leaders Act, No. 10 of 1997 (NHTLA) and the

Traditional Leadership and Governance Framework Act No. 41 of

2003 (TLGFA) into the National Traditional Affairs Bill (NTAB).

Amended Local Government: Municipal Structured Act, 1998

Amended the Independent Commission for the Remuneration of

Public Office Bearers Act, 1997

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Strategic Objective 3:To ensure that traditional communities are empowered by reviewing and developing the national support programme for traditional communities and governance structures

Achievements

DTA developed and implemented the capacity building strategy.

The implementation includes establishment of the National and

Provincial Capacity Building Forums; and

The Department coordinated training of members of the National

House of Traditional Leaders (NHTL) and members of the Eastern

Cape Provincial House on the indigenous law.10


Strategic Objective 4: To promote and integrate the role and place of

traditional affairs and the institution of traditional leadership, in the South

African governance system by establishing synergetic relations with

other governance structures across the three spheres of government.

Achievements

The Department undertook and completed the assessment of the state of governance

of traditional leadership structures. The outcome of this process is a National

Consolidated Assessment report and eight provincial reports on the state of governance

of the institution of traditional leadership

DTA developed a Partnership Model. The model makes provision for traditional

leadership structures to form partnerships with the three spheres of government,

business as well as civil society.


Strategic Objective 5:To support DTA entities by ensuring

that they play a central role towards development and service

delivery

Achievements

The Department provided the following support to its Entities:

Provided financial and human resources to the National House of

Traditional Leaders (NHTL) to implement its constitutional mandate;

Provided financial and human resources to the Commission on

Traditional Leadership Disputes and Claims (CTLDC) to establish

provincial Traditional Leadership Disputes and Claims committees for

the finalisation of traditional leadership disputes and claims;

Provided research capacity to the CTLDC; and

Provided support for planning and performance reporting to NHTL and

CTLDC


Strategic Objective 6: To enhance knowledge management within

traditional affairs.

Achievements

Information Management System has been developed and data on

traditional communities, traditional councils in South Africa, and members of

the national and provincial houses have been captured in the system.

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Overview of DTA Achievement for 2011/12 FY

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Summary of Achievements Per Programme

Programme Achieved

Partially Achieved

Not Achieved Total

Administration (Office of the Director General) 4 1 1 6Research, Policy and Legislation (RPL) 3 8 4 15Institutional Support and Coordination (ISC)

9 3 2 14TOTAL 16 12 7 35Percentages (%) 46% 34% 20% 100

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Progress Against Programme Deliverables

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Progress against programme deliverables

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Progress against programme deliverables

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Summary of Achievements Per Entity

Entity Achieved

Partially Achieved

Not Achieved Total

National House of Traditional Leaders (NHTL) 4 1 - 5Commission for Traditional Leadership Disputes and Claims (CTLDC) 3 - - 3TOTAL 7 1 0 8Percentages (%) 87.5% 12.5% % 100

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Progress Against Entity’s Deliverables

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Progress Against Entities’ Deliverables

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Sub-programme Final Appropriat

ion R’000

Actual Expenditure

R’000

VarianceR’000

Management: Head of Traditional Affairs

11 240 11 240 -

Policy and Legislative for Traditional Affairs

14 036 14 036 -

Institutional, Support and coordination 11 507 11 507 -

National House of Traditional Leaders 19 204 19 204 -

Commission for the Promotion & Protection of the Rights of cultural, Religious & Linguistic Communities

20 378 20 378 -

Commission on Traditional Leaders Disputes

10 212 10212 -

Total 88 577 88 577 -

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Economic classification Final Appropriation

R’000

Actual Expenditure

R’000

VarianceR’000

Current payments 65 516 65 516 -Compensation of employees 36 367 36 367 -Goods and services 29 149 29 149 -Interest and rent on land - - -Transfers & subsidies 22 378 22 378 -Departmental Agencies & Accounts

22 378 22 378 -

Payments of capital assets 683 683 -

Machinery & equipment 683 683 -Payment for financial assets - - -Total 88 577 88 577 -

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Sub-programme Final Appropriat

ion R’000

Actual Expenditure

R’000

VarianceR’000

Management: Head of Traditional Affairs

11 240 11 240 -

Policy and Legislative for Traditional Affairs

14 036 14 036 -

Institutional, Support and coordination 11 507 11 507 -

National House of Traditional Leaders 19 204 19 204 -

Commission for the Promotion & Protection of the Rights of cultural, Religious & Linguistic Communities

20 378 20 378 -

Commission on Traditional Leaders Disputes

10 212 10212 -

Total 88 577 88 577 -

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Economic classification Final Appropriation

R’000

Actual Expenditure

R’000

VarianceR’000

Current payments 65 516 65 516 -Compensation of employees 36 367 36 367 -Goods and services 29 149 29 149 -Interest and rent on land - - -Transfers & subsidies 22 378 22 378 -Departmental Agencies & Accounts

22 378 22 378 -

Payments of capital assets 683 683 -

Machinery & equipment 683 683 -Payment for financial assets - - -Total 88 577 88 577 -

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Challenges Solutions

DTA is inadequately funded. This affects the functionality and effectiveness of the Department in fulfilling its mandate and service delivery

These challenges are currently being addressed with National Treasury through the Medium Term Expenditure Committee processes

The Department is not yet fully established. It does not have its Corporate and Financial services; this poses a challenge on service delivery by the Department and its ability to meet its clients’ expectations

The Department is not fully established and therefore not able to cover all the areas of the mandate, such as social cohesion, indigenous knowledge systems, administration of justice, culture, development, etc.

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Documents

Director - General Prof. MC Nwaila October 2012