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GAUTENG PROVINCE
COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
Strategic Plan 2017–2020
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 2
Table of Contents FOREWORD – MEMBER OF EXECUTIVE COUNCIL (MEC) ......................................................... 4
FOREWORD – HEAD OF DEPARTMENT (HOD) ....................................................................... 7
OFFICIAL SIGN-OFF ................................................................................................................................... 9
PART A: STRATEGIC OVERVIEW ................................................................................ 12
1. V ISION ................................................................................................................................... 12
2. MISSION .................................................................................................................................. 12
3. VALUES ................................................................................................................................... 12
4. LEGISLATIVE AND OTHER MANDATES ...................................................................................... 13
4.1. CONSTITUTIONAL MANDATES ........................................................................................... 13
4.2. LEGISLATIVE MANDATES ..................................................................................................... 14
4.3. POLICY MANDATE ................................................................................................................... 17
4.4. RELEVANT COURT RULINGS .................................................................................................... 23
5. SITUATIONAL ANALYSIS .......................................................................................................... 24
5.1. PERFORMANCE ENVIRONMENT ................................................................................................ 24
5.2. GAUTENG OVERVIEW ............................................................................................................... 24
5.3. POPULATION AND MIGRATION ................................................................................................ 24
5.4. THE ECONOMY IN PERSPECTIVE ............................................................................................. 25
5.5. GAUTENG CITY-REGION (GCR) .............................................................................................. 26
5.6. ORGANISATIONAL ENVIRONMENT ............................................................................................ 26
5.8 DESCRIPTION OF THE STRATEGIC PLANNING PROCESS .......................................................... 27
6. STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTION ............................................. 28
PROGRAMME 1 ........................................................................................................ 28
PROGRAMME 2 ........................................................................................................ 29
PROGRAMME 3 ........................................................................................................ 29
PROGRAMME 4 ........................................................................................................ 30
PART B: STRATEGIC OBJECTIVES ............................................................................. 31
7. PROGRAMMES ......................................................................................................................... 31
7.1 STRATEGIC OBJECTIVES .......................................................................................................... 31
PROGRAMME 1: ADMINISTRATION ...................................................................................................... 31
7.2. RESOURCE CONSIDERATIONS ............................................................................................. 32
SUMMARY OF PAYMENTS AND ESTIMATES: ADMINISTRATION......................................................... 32
7.3. RISK MANAGEMENT .............................................................................................................. 33
PROGRAMME 2: LOCAL GOVERNANCE ............................................................................................... 34
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 3
7.1. RESOURCE CONSIDERATIONS ................................................................................................. 39
7.2. RISK MANAGEMENT ................................................................................................................. 40
PROGRAMME 3: DEVELOPMENT AND PLANNING ................................................................................ 41
7.1. RESOURCE CONSIDERATIONS ............................................................................................. 43
7.2. RISK MANAGEMENT .............................................................................................................. 44
PROGRAMME 4: TRADITIONAL INSTITUTIONAL MANAGEMENT ............................................................ 45
7.1. RESOURCE CONSIDERATIONS ................................................................................................. 46
7.2. RISK MANAGEMENT ................................................................................................................. 46
PART C: LINKS TO OTHER PLANS .............................................................................. 46
8. LINKS TO THE LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS .......................... 47
8.1. BUDGET PLAN ........................................................................................................................ 47
8.2. LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS ................................................. 48
8.3. RISK MANAGEMENT PLAN ....................................................................................................... 48
9. CONDITIONAL GRANTS ........................................................................................................... 49
10. PUBLIC ENTITIES ..................................................................................................................... 49
11. PUBLIC-PRIVATE PARTNERSHIPS .............................................................................................. 49
ANNEXURE A: TECHNICAL INDICATOR DESCRIPTIONS.......................................................... 50
Programme 1 50
Programme 2 51
Programme 3 53
Programme 4 55
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 4
FOREWORD – MEMBER OF EXECUTIVE COUNCIL (MEC)
Considering that this year marks the 26th anniversary of the release
of President Nelson Mandela from prison and that this event is one
of the most remarkable episodes in the history of our country, we
are reminded and inspired by the most appropriate words of this
great legend when he said: “After climbing a great hill, one only
finds that there are many more hills to climb: (Nelson Mandela).
This Strategic Plan, our blueprint, guides us in how we can climb many more great hills
together as we take municipalities forward whilst realising Outcome 9 and the National
Development Plan (NDP). Going forward, the Department will continue to support and
monitor local government performance to ensure that municipalities become viable and
sustainable to carry out their constitutional mandate.
Gauteng province is a vibrant, dynamic province that brings with it a number of unique
challenges. It is incumbent upon us as provincial government, entrusted by the people of
this province, to deal with these challenges in a strategic, result-driven way. We, therefore,
committed ourselves, through the Transformation, Modernisation and Reindustrialisation
Strategy, to the radical transformation of the spatial legacy of our society across race,
economic status and culture.
One of the challenges we were faced with, was the prevalent violent community protests
that threatened the very stability and effective governance of the Gauteng province. These
protests were not only about service delivery, but also about the way development and
delivery was undertaken. The NTIRISANO community outreach was launched to address
these concerns. We have seen that Ntirisano has turned around the mood in communities
in an unprecedented manner. Through this kind of proactive and participatory approach to
problem solving, we are restoring levels of trust and public confidence on the ground.
Motivated by a greater sense of urgency, integrity and transparency, we will spend more
time with the communities, solving problems together and speed up service delivery on all
levels.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 5
In pursuit of our local government transformation agenda, we need fully functional
municipalities which must also be financially viable. Hands-on approach on capacity building,
training, skills development, technical support, and other such initiatives will assist
municipalities perform better in discharging their responsibilities. Through meaningful
interventions, Gauteng municipalities have become strong and capable institutions that are
managed and governed efficiently. None of the municipalities has received disclaimers in
the recent audit cycle, with an increasing number of municipalities achieving clean audit
outcomes from year on year. The municipalities now have strong organisational structures
necessary to ensure that they meet their Constitutional mandates.
Across all municipalities, vacancies at senior management level are below 15%, which is
commendable. Notwithstanding this document, it is, however, disconcerting that two of the
twelve municipalities in the province, that is Westonaria and Randfontein Local Municipalities,
were found to be municipalities “at risk”. What is peculiar about these two municipalities is
that they are both situated in distressed mining towns in the West Rand District, where
there are high unemployment levels, poverty and inequality due to the eroding economic
activity and plummeting performance of mining houses.
The socio-economic plight of these municipalities and communities that live within them is
continuously receiving attention from the Provincial Government. For example, the following
programmes and projects were implemented to support these municipalities:
Upgrading of the Sewer infrastructure in Bekkersdal;
A pilot project to implement the Waterless Sanitation Solution in informal settlements of
Bekkersdal;
Formalisation and Electrification of Afghanistan informal settlement; and
Building of RDP houses at Westonaria Borwa.
The support programmes implemented in these municipalities have ensured service delivery
improvement in the area. Furthermore, the area is no longer a hotspot. Randfontein
continues to have challenges with provision of bulk infrastructure to support human
settlements but the required funding has been identified to address this problem. The
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 6
Department of CoGTA is working with the Provincial Treasury to find a solution to the
challenge.
Despite our many significant delivery achievements across the province, we could at no
stage afford to become complacent. We had to take stock and assess our options to find
a better way to serve our people. In context, it is therefore important to understand where
we are, where we could be and what needs to be done to improve the functioning of
municipalities to better serve our communities and to get the basics right.
The Back-to-Basics Programme has yielded exceptional results and paved a way forward
for a different approach to how our communities are served best. To take the Back to
Basics (B2B) programme forward, the Provincial Government will be participating fully in the
implementation of Phase 2 of the Programme as defined by the National Department of
Cooperative Governance and Traditional Affairs.
As far as Traditional Institutional Management is concerned, our APP goal is to radically
transform, modernise and build sustainable, responsive, viable local and traditional councils.
The funding has been set aside for this programme to continuously integrate the institution
of traditional leadership into the mainstream of local governance and Phase 2 of Back-to-
Basics.
Motivated by our commitment to the betterment of the lives of the people in the Gauteng
province, we will, true to the words of Nelson Mandela, climb one great hill after another
in our mission to fulfil our mandate the best way possible.
Mr SP Mashatile, MPL
MEC: DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 7
FOREWORD – HEAD OF DEPARTMENT (HOD)
The 5th Gauteng Provincial Administration made a resolve to
vigorously pursue the realisation of the Gauteng City Region (GCR)
over the next fifteen (15) years. The resolve of the province finds
its expression in the Ten Pillar Programme of transformation,
modernisation and re-industrialisation which is linked to the National
Development Plan 2030. The Gauteng Cabinet has also adopted the
game-changers to give effect to the Ten Pillar Programme and to change the profile of the
province.
The NDP calls for the creation of a strong, capable developmental state which is capable
to intervene and transform society and grow the economy. The department of Cooperative
Governance and Traditional Affairs has a responsibility to respond to this clarion call and
drive fundamental social change in the Gauteng province.
Since the de-merger from the department of Human Settlements and Local Government,
the Department has undertaken a deliberate path aimed at repositioning itself as a unique
and distinct institution. In the 2014/15 and the 2015/16 financial years, the Department
was amongst the best performing state organs by obtaining an unqualified audit outcome
without findings (referred to as "clean audit"). Other deliverables included the stabilisation
of the institution of traditional leadership and improvement in the delivery of basic services
to the people of Gauteng, surpassing the target set at national level. This is a good story
to tell; however it will require a more dedicated effort for sustainability purposes.
Over the short-medium term, the department will pursue strategic objectives which will shape
the future of the province and these include, inter alia, the review of the public participation
structures and processes in order to deepen local democracy, strengthening the
intergovernmental relations to ensure coherence in the government performance, decisively
drive the Back to Basics Programme to accelerate the provision of basic services to the
people of Gauteng and especially the indigent households, implement the metropolitan
system of governance.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 8
Focus will also be on the support to the five corridors of development to grow the economy
of the province. These initiatives will be driven through the GCR manner, involving all interest
parties to ensure inclusivity.
Moving forward, the Department will endeavour to perfect its performance and excel in its
niche of coordinating government work across the spheres of government. A clarion call is
therefore made for all parties to support the Departmental strategy over the next five years
and ensure that local government in Gauteng emerges as a resilient, capable and strong
sphere.
Mr BN Nkontwana
HEAD OF DEPARTMENT: COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 9
Official sign-off
It is hereby certified that this Strategic Plan was developed by the Gauteng management
of the Department of Cooperative Governance and Traditional Affairs under the guidance
of Mr BN Nkontwana, Head of Department: Cooperative Governance and Traditional Affairs
and
takes into account all the relevant policies, legislation and other mandates for
which the Gauteng Department of Cooperative Governance and Traditional Affairs
is responsible and
accurately reflects the strategic outcome-oriented goals and objectives which the
Gauteng Department Cooperative Governance and Traditional Affairs will endeavour
to achieve over the period 2017 - 2020.
______________________
Ms Makhosazana van Wyk Signature:
DIRECTOR: STRATEGIC PLANNING, PROGRAMME PERFORMANCE AND ORGANISATIONAL
PERFORMANCE
______________________
Mr Japhter Makhafola Signature:
CHIEF FINANCIAL OFFICER
______________________
Mr BN Nkontwana Signature:
ACCOUNTING OFFICER
Approved by:
_______________________
Mr SP Mashatile, MPL Signature:
EXECUTIVE AUTHORITY
Date: ______________
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 10
ACRONYMS AND ABBREVIATIONS
AFS Annual Financial Statements
AG Auditor-General
APP Annual Performance Plan
Capex Capital Expenditure
CBO Community-Based Organisations
CDW Community Development Worker
CoGTA Cooperative Governance and Traditional Affairs
DCoG Department of Cooperative Governance
DID Department of Infrastructure Development
DORA Division of Revenue Act
DWAE Department of Water Affairs and Environment
EPWP Expanded Public Works Programme
EXCO Executive Council
G2055 Gauteng 2055
GCR Gauteng City Region
GDP Gross Domestic Product
GDP-R Gross Domestic Product – Region
GDS Growth and Development Strategies
GEGDS Gauteng Employment, Growth and Development Strategy
Geyodi Gender, Youth and People With Disabilities
GPG Gauteng Provincial Government
GRAP Generally Recognised Accounting Practices
HoD Head of Department
ICT Information Communication Technology
IDP
IEC
Integrated Development Plan
Independent Electoral Commission
IGR Intergovernmental Relations
LED Local Economic Development
LGTAS Local Government Turn-Around Strategy
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 11
M&E Monitoring And Evaluation
MEC Member of Executive Council
MFMA Municipal Finance Management Act
MIG Municipal infrastructure Grant
MISA Municipal Infrastructure Support Agency
MPAC Municipal Public Accounts Committees
MPRA Municipal Property Rates Act
MSA Municipal Systems Act
MTAS Municipal Turn-Around Strategy
MTEF Medium-Term Expenditure Framework
NDP National Development Plan
NGOs Non-Governmental Organisations
NSDP National Spatial Development Perspective
OPCA Operation Clean Audit
OPEX Operational Expenditure
PFMA Public Finance Management Act
PMS Performance Management System
POBA Public Office Bearers Act
PPP Public-Private Partnership
PWDs People With Disabilities
SADC
SALGA
SEZ/IDZ
South African Development Community
South African Local Government Association
Special Economic Zone / Industrial Development Zone
SDBIP Service Delivery and Budget Implementation Plan
WC/WDM Water Conservation/Water Demand Management
WSP Workplace Skills Plans
WWTW Waste Water Treatment Works
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 12
Part A: Strategic Overview
1. Vision
Globally competitive Gauteng City Region, putting people first with service delivery excellence
and economic performance.
2. Mission
To facilitate and support cooperative governance across all spheres of government,
associated institutions, and the institution of traditional leadership.
3. Values
Achieving the vision requires the Department to adopt and adhere to service delivery values
as indicated below. The Department has adopted a set of values that are informed by the
Batho Pele (People First) principles of the South African Public Service, and as an
organisation its specific focus is on the following:
Respect: We treat employees, customers, partners and suppliers with mutual respect
and sensitivity, recognising the importance of diversity. We respect all individuals
and value their contributions.
Integrity: We employ the highest ethical standards, demonstrating honesty and
fairness in every action and service we provide.
Caring: We ensure that we and our service providers empathise with citizens, treating
them with consideration and respect. We foster effective communication of services,
products, information and problems, which may hamper or delay the efficient
delivery of services to promised standards.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 13
Accountability: We accept our individual and team obligations and we meet our
commitments to service delivery. We will account for our performance in all of our
decisions and actions; and
Innovation: We enable municipalities to introduce modern and innovative procedures
and systems for the delivery of services. We are creative in our thought and in the
execution of our duties, we seek innovative ways to solve problems and enhance
effectiveness and efficiency within the context of the law.
The values captured above underpin the organisational culture of the Department.
4. Legislative and other mandates
4.1. Constitutional mandates
The following sections are extracts from the Constitution which have a direct bearing
on the Province and municipalities in terms of delivering on their respective constitutional
mandates.
Section 139(1): provides that the Provincial Executive may intervene if a municipality
fails to fulfil an executive obligation.
Section 152(1): provides for democratic and accountable government for local
communities; ensures the provision of services to communities in a sustainable
manner; promotes social and economic development; promotes a safe and healthy
environment; and encourages the involvement of communities and community
organisations in the matters of local government.
Section 152(2): stipulates that a municipality must strive, within its financial and
administrative capacity, to achieve the objects as set out in subsection (1). It
requires municipalities to provide a democratic and accountable local government.
Councillors must be elected through a democratic process and must report back
to their constituencies on decisions taken by the council.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 14
Section 154(1): provides for support and strengthening the capacity of municipalities
to manage their own affairs, exercise their powers, and perform their functions.
Section 154(2): provides for drafting provincial legislation that affects the status,
institutions, powers or functions of local government for approval by the Provincial
Legislature; and for this legislation to be published for public comment before it is
introduced in Parliament or a provincial legislature in a manner that allows organised
local government, municipalities and other interested persons an opportunity to
make representation with regard to the draft legislation.
Section 155(6): stipulates that provincial legislature must determine the different
types of municipalities to be established in the Province, monitor, support and
promote the development of local government and see to the effective performance
by municipalities of their functions as per Schedules 4 and 5, and regulate the
exercising by municipalities of their executive authority (Section 156 (1).
Section 164: stipulates that any matter concerning local government not dealt with
in the Constitution may be prescribed by national legislation or by provincial
legislation within the framework of national legislation.
Chapter 12: provides for the recognition of the institution of traditional leadership.
4.2. Legislative mandates
Municipal Structures Act (No. 117 of 1998): provides for the establishment of
municipalities in accordance with the requirements relating to categories and types
of municipalities and provides guidelines for the establishment and functions of
ward committees.
Municipal Systems Act (No. 32 of 2000) – Amended Systems Act (July 2011):
provides for the core principles, mechanisms and processes that are necessary to
enable municipalities to move progressively towards the social and economic
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 15
upliftment of local communities, and ensure universal access to essential services
that are affordable to all.
Municipal Finance Management Act (No. 56 of 2003): provides for the secure, sound
and sustainable management of the fiscal and financial affairs of municipalities and
municipal entities by establishing norms and standards and other requirements for
ensuring transparency, accountability and appropriate lines of responsibility in the
fiscal and financial affairs of municipalities and municipal entities.
Municipal Property Rates Act (No. 6 of 2004): regulates the power of a municipality
to impose rates on property and to exclude certain properties from rating in the
national interest and makes provision for municipalities to implement a transparent
and fair system of exemptions, reductions and rebates through their rating policies.
Gauteng Type of Municipalities Act (No. 3 of 2000): determines the types or
categories of municipalities that can be established in the province.
Rationalisation of Local Government Affairs Act (No. 10 of 1998): provides for the
rationalisation of the legislative and administrative framework for the local sphere
of government.
Gauteng Privileges and Immunities of Councillors Act (No. 1 of 2002): defines the
privileges and immunities of councillors in Gauteng municipalities.
Disaster Management Act (No. 57 of 2002): provides for an integrated and co-
ordinated disaster management policy that focuses on preventing or reducing the
risk of disasters, mitigating the severity of disasters, emergency preparedness, and
rapid and effective responses to disaster and post-disaster recovery.
Gauteng Land Administration Act (No. 11 of 1996): provides for the acquisition and
disposal of land owned by the Gauteng Provincial Government.
Development Facilitation Act (No. 67 of 1995): facilitates and speeds up the
implementation of the Reconstruction and Development Programme and associated
projects.
Public Finance Management Act (No. 01 of 1999 as amended): enables public sector
managers to manage and improve accountability in terms of eliminating waste and
corruption in the use of public funds.
Division of Revenue Act as amended: provides for equitable division of revenue
anticipated to be raised nationally among the national, provincial and local spheres
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 16
of government for each financial year and the responsibilities of the three spheres
pursuant to such division.
Promotion of Administrative Justice Act (No. 03 of 2000): gives effect to the
constitutional right to just administrative action for any member of the public whose
rights have been adversely affected and to ensure efficient, effective and legitimate
administration within all spheres of government.
Preferential Procurement Policy Framework Act (No. 05 of 2000): gives effect to
Section 217 (3) and provides a framework for the implementation of the
procurement policy contemplated in Section 217 (2) of the Constitution.
Promotion of Access to Information Act (No. 02 of 2000): gives effect to the
constitutional right of access to any information held by the State and any
information held by a private person that is required for the exercise or protection
of any other right.
Intergovernmental Relations Framework Act (No. 13 of 2005): establishes a
framework for national, provincial and local government to promote and facilitate
intergovernmental relations and to provide a mechanism and procedure to facilitate
the settlement of intergovernmental disputes.
Municipal Demarcation Act (No. 27 of 1998): established the Municipal Demarcation
Board, which is an independent authority responsible for determining municipal
boundaries and determining wards within municipalities.
Municipal Electoral Act (No. 27 of 2002): establishes the Independent Electoral
Commission (IEC) and regulates local elections.
Gauteng City Improvement District Act (No. 12 of 1997): provides procedures for
the formation and independent management of city improvement districts to fund
the provision of services in addition to those which a municipality ordinarily provides
in order to facilitate investment in the city improvement district.
Fire Brigade Services Act (No. 99 of 1987): provides for the establishment,
maintenance, employment, co-ordination and standardisation of fire brigade services
and matters connected therewith.
Traditional Leadership and Governance Framework Act (No. 41 of 2003): provides
for the recognition of traditional communities as well as the establishment and
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 17
recognition of traditional councils and the establishment of the Commission on
Traditional Leadership Disputes and Claims.
National House of Traditional Leadership Act (No. 22 of 2009): paves the way for
the establishment of the National House of Traditional Leaders.
Gauteng Traditional Leadership and Governance Act (No. 4 of 2010): provides for
the establishment and recognition of traditional communities in the Province.
Gauteng Local Government Laws Amendment Act (No. 1 of 2006): amends certain
laws of the Gauteng Province pertaining to local government so as to eliminate
references to defunct institutions and inconsistencies with other legislation, and
repeal certain laws that are contrary to the Constitution of the Republic of South
Africa 1996 or that no longer serve any useful purpose.
Local Government Amendment Laws Act (No. 19 of 2008): reviews the term of office
of ward committees to be equivalent to the term of council. It also provides the
legislative base for the funding model for ward committees.
Removal of Graves and Dead Bodies Ordinance (No. 7 of 1925): provides procedures
for exhumations and re-interment.
Skills Development Act (No. 97 of 1998): provides an institutional framework to
devise and implement national, sector and workplace strategies to develop and
improve the skills of the South African workforce.
Employment Equity Act: serves as a mechanism to redress the effects of unfair
discrimination and to assist in the transformation of workplaces, so as to reflect a
diverse and broadly representative workforce.
4.3. Policy Mandate
Some of the policies relevant for the implementation of the mandate of the Department
include:
National Development Plan
The National Development Plan sets out the vision for South Africa by the year 2030:
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 18
Chapter 3, ‘Economy and employment’, sets out the achievement for full employment,
decent work and sustainable livelihoods.
Chapter 13, 'Building a Capable State', sets out a vision of the transformative and
developmental role of the state.
Chapter 14, ‘Promoting accountability and fighting corruption’, sets out a vision which
has zero tolerance for corruption.
Gauteng Transformation, Modernisation and Re-industrialising
The Development of the GCR is anchored on the Transformation, Modernisation and Re-
industrialising (TMR) and its Ten Pillar programme. It is important to take stock of progress
made in 2014/15 or lack there-of, as we concretize plans for 2015/16 to 2018/19.
1. Radical Economic Transformation:
Infrastructure has been identified as a key driver of equitable economic growth and
employment creation. We must make a meaningful contribution to the GCR’s goal to double
the size of the economy to R2 Billion by 2030. The Township Economy Revitalization
strategy was developed by the economic cluster to drive Radical Economic Transformation
and to intervene in key sectors of the economy to unlock growth and employment potential
and to bring companies owned by blacks, youth, women; and people with disability into the
mainstream economy.
GDID must use this strategy and the Gauteng Tshepo 500 000 concept document to expand
youth economic participation. Some progress has been made to place youth in sustainable
employment but we need to introduce and support more youth in township enterprises,
SMME’s and Cooperatives. Their skills must be developed in economic hubs and industrial
parks so they can participate in our infrastructure development and property maintenance
projects given that many of our Government buildings are in a terrible state of decay. We
must purchase building and other materials eg. LED lights from the township entrepreneurs
to promote localization. Local Manufacturing of infrastructure goods and access to markets
by local entrepreneurs must be promoted to reduce importation.
We must accelerate implementation of our more comprehensive and integrated EPWP and
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 19
CWP to ensure that more than one million job opportunities are created also through the
National Youth Service and Zivuseni programs by 2019. We must also measure the impact
of these programs on development of new assets in the GCR. We must finalize the exit
strategy including the contractor incubator programme to ensure that participants do not
become unemployed at the end of the contract period. We must finalize the Fixed Asset
Register and the Property management Strategy to guide Gauteng Government in identifying
land for development as per the Hon Premier’s outline of the five development corridors.
We must audit and be clear on what we will do with abandoned state properties. We must
also collect more revenue from all used state assets.
We must leverage public procurement for transformation by:
- By strengthening preferential procurement and local content: 30% procurement spend
for township based enterprises and 75% local content.
- Expand registration of township entrepreneurs, SMME’s & Coops on supplier data
base.
- Ensure timeous payment of suppliers especially SMME’s & Co-ops within or less than
30 days through the Procurement card.
- Localise procurement and supplier rotation for purchases below R500000.
- Open Tender System of big contracts (>R50M) to improve transparency in the
procurement process and to improve government image.
- Ensure a better performing Supply Chain Management function to achieve value for
money and TMR objectives.
- Deal with corruption head on to improve government image. Forensic audit findings
to be implemented much more efficiently.
2. Decisive Spatial Transformation:
• Coordination of GCR wide spatial development through:
- Finalization of the Gauteng Integrated Infrastructure Masterplan.
- Design and construct the Gauteng Planning House.
3. Accelerating Social Transformation:
• Delivery of Health infrastructure on time, within cost and with good quality; New
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 20
build or Revitalization and maintenance.
• Delivery of education infrastructure efficiently and smart classrooms;
• Delivery of infrastructure for Social development, SRAC, GDARD & Transport
departments.
4. Transformation of the State and Governance:
We must promote effective financial management, transparent and accountable government
and improve the capacity of the state:
• Achievement & sustenance of an Unqualified audit outcome.
• Better contract management framework for infrastructure projects (hold main
contractors accountable for sub-contractors.
• Prevent public servants from doing business with the state.
• Financial disclosures for SMS & officials in high risk areas.
• Vetting of SMS & officials in high risk areas.
• Build a developmental state with capabilities to respond to ongoing challenges of
society.
• Better organisation and professionalization.
• Promote activist, purpose-driven and results-based government.
• Promote active citizenry, sectoral engagement and community mobilisation.
• Improve MPAT performance.
• Improve liability against the state.
• Improve Cooperative governance of the state: Eliminate wastage and contain costs.
5. Modernisation of the Public Service:
a. Effective implementation of the IDMS delivery model to improve business
processes and systems that will enable effective infrastructure delivery.
6. Modernisation of the Economy:
a) Develop and implement the Green agenda program towards sustainable
development.
- Install roof top solar panels on 76 government buildings (8 m square).
- Retrofit coal-fired boilers with natural gas.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 21
- Install trigeneration and cogeneration plants in 6 hospitals.
- Work with UJ and other partners around deployment of solar technologies and solar
manufacturing plants/solar farms.
- Accelerate energy efficiency programme, replace existing lights with LED lights.
7. Modernization of Human Settlements:
- Inner city regeneration eg. Kopanong precinct project.
8. Modernisation of Public Transport:
- Construction of state of the art DLTC’s to enhance public transport.
9. Re-Industrialise Gauteng and South Africa:
a. Includes a direct response to the de-industrialisation of the Gauteng economy.
Hence our focus of re-industrialisation will include the revitalisation of
Manufacturing; Beneficiation; BPO; this work is mainly in Ekurhuleni and this
includes heavy industry and engineering, steel and we are building Ekurhuleni as
a Logistic Hub.
b. West Rand, Green Economy.
c. Joburg remains our financial services hub, including working towards the
establishment of the BRICS regional bank.
d. Sedibeng to be built as a water city, ecotourism, including working on the steel
industry based in this region.
10. Take a lead in Africa’s new industrial revolution:
a. Intra – Africa trade & investment facilitated through the Africa Infrastructure
Conference.
b. Strengthen partnerships with BRICS Countries.
c. Facilitate export readiness amongst township enterprises and SMME’s.
d. Implementation of infrastructure development projects, will reposition the GCR as
the leader in the industrial revolution of the continent.
The National Spatial Development Perspective (NSDP), 2002
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 22
The NSDP recognises the burden of unequal and inefficient spatial arrangements placed
on communities, especially the poor who, for example, have to bear significant transport
costs to commute long distances to and from work.
The four principles of the NSDP are as follows:
Rapid economic growth that is sustained and inclusive in order to achieve poverty
alleviation.
Fixed investment that is focused in localities of economic growth or economic
potential.
Programmes and projects that address poverty and the provision of basic services
in areas where low economic potential exists; and
Future settlement and economic development opportunities that are channelled
into activity corridors and nodes adjacent to or linked with main centres.
Back-to-Basics Approach (B2B) Phase 2
The first phase of the Back-to-Basics initiative showed many successes across the
programme. A full assessment was conducted across all provinces in the country to
rate political stability, governance, service delivery, financial management, institutional
management and community satisfaction. Gauteng was rated with 10 municipalities
performing ‘Well’ and two municipalities as ‘At risk’. Successes were reported on increased
partnerships with the private sector and access to water while ongoing challenges show
high levels of staff turnover, difficulty in recruiting skilled staff resulting in weak capacity
for planning and implementation, weak community report backs and citizen engagement,
drought and water shortages, weak administrative accountability, transparency, poor
internal controls, poor consequence management and finally poor budgeting for
maintenance and provision of quality services.
Notwithstanding, Merafong, Emfuleni Lesedi and Rand West have shown signs of,
regression and are being monitored closely to ensure that they do not degenerate to
dysfunctional zone.
Additionally, the role of the Institution of Traditional Leadershipin B2B has been
addressed. The traditional leaders are a critical stakeholder in development especially
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 23
access to release of land for development, mining activities in traditional communities,
spatial development and municipal planning processes, municipal revenues generation in
communal land owned areas and as partners in the stimulation of local economies. A
three point plan that applies to Traditional councils has been defined to solve outstanding
challenges including litigation support, harmonising relations between the traditional and
municipal structures to enhance service delivery and development and to relieve tension
between elected public representatives and traditional leaders at local level.
According to the B2B, Gauteng has 1 council doing well and 1 council showing potential
to improve. Amandebele A Ndzundza are doing well while Amandebele A Lebelo are yet to
fully comply with the set criteria. There is also, a chieftaincy claim with the jurisdiction of
the Amandebele A Lebelo which is before the courts and also receiving the attention of
national government and provincial CoGTA. For this matter to be successfully resolved, new
boundaries will have to be redetermined.
The Gauteng City Region (GCR) perspective
The Department must promote Gauteng's development agenda by positioning the
province as a globally competitive city region. The key objective is to reduce
unemployment, poverty and inequality by:
Promoting economic growth;
Integrated strategies; and
Joint planning between the different spheres of government.
4.4. Relevant court rulings
There are no current court rulings that may have an influence on the mandate of the
Department.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 24
5. Situational analysis
5.1. Performance environment
The performance environment is described clearly below in terms of demographics in
Gauteng and challenges affecting various outcomes. Other influencing factors impacting
the next 5-year period are included too.
5.2. Gauteng overview
Gauteng Province is one of the nine provinces in South Africa and the smallest in size
with approximately 1, 4% of South Africa’s land area or 16 548 square kilometres.
Gauteng has evolved into an industrial hub and financial nerve centre and technological
heartbeat of our country since the discovery of gold in the 19th century. Gauteng is the
biggest contributor of gross domestic product (GDP) nationally.
Gauteng is the most urbanised province, with almost 97% of its people living in urban
areas. It is home to the cities of Johannesburg, Tshwane and Ekurhuleni metropolitan
municipalities and two district municipalities of West Rand and Sedibeng.
5.3. Population and migration
Gauteng is the most populous province in South Africa, housing a population of 12.272
million people (2011 Stats SA census); although estimates in 2015 indicate that the
figure has grown to above the 13 million mark. The population growth is due to the
influx of migrants from neighbouring countries who settle in Gauteng in pursuit of
economic and employment opportunities pressurising infrastructure and service delivery
in the province.
The 2011 Census results suggest Gauteng has performed well in terms of the delivery
of basic services such as piped water (98.2%), electricity (87.4%), access to flush toilet
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 25
(85.4%) and refuse removal by local authority (89.9%). The serious challenge to the
municipalities in the province is the ongoing population growth rate of both natural
growth and migration.
5.4. The economy in perspective
Gauteng Online shows Gauteng contributing 33.9% to the national Gross Domestic
Product (GDP), more than 10% to Africa’s GDP and 42% of South Africa’s industrial
output.
The breakdown of industry sectors is shown as:
StatsSA reported in their Quarterly Labour Force Survey Quarter 4, 2014 that the
unemployment rate was 24.3%, showing a decreasing trend. The employment figure
of 4.2m was shown for the same period.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 26
5.5. Gauteng City-Region (GCR)
The vision to build a Gauteng City-Region is embedded in the province. This powerful
vision will see the economic footprints of the Gauteng City-Region go beyond current
administrative boundaries to constitute an integrated cluster of cities, towns and
urban nodes that together make up the economic and industrial heartland of South
Africa and SADC region.
The cluster of cities and towns that make up the GCR are:
City of Joburg: the central area being the Financial Hub of the City Region.
Ekurhuleni Metro: the Manufacturing, Logistics and Transport Hub whose
industrial footprints extends to Witbank and Secunda developing an
Aerotropolis Special Economic Zone (economy based on airport and logistics).
City of Tshwane: the administrative capital has become a key driver of
knowledge, innovation and automotive industry development with links to
Rustenburg and Waterberg (platinum and coal mining).
West Rand District Municipality: extending to Klerksdorp and Potchefstroom to
drive the agribusiness/ agro processing and green and blue economy; and
Sedibeng District Municipality: linked to Sasolburg and will be anchored on
steel, Vaal River, tourism, agriculture.
5.6. Organisational environment
The department of CoGTA has been operating without a formal approved structure since
the demerger with the former Department of Local Government and Housing in 2013. In
2015 the department initiated a process of consultation with, amongst others, the Office
of the Premier, Department of Public Service and Administration to have an approved
formal structure. In Mid 2015 the Minister of Public Service and Administration finally
concurred with the departmental structure with conditions.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 27
The conditions that the department was subjected to by the DPSA meant that the
department had to subject all affected and newly created posts to job evaluation before
the structure can be implemented. This condition had to be satisfied before the structure
is implemented on PERSAL, moreover the department had to engage in intense
consultations internally of matching and placing, a process which was finalised in August
2016. The department is now implementing a roll out plan engaging the Department of
Finance, Organisational Development & Establishment Administration at the Office of the
Premier to switch to the new approved structure on PERSAL effective 1 April 2017.
The department has not been in a position to fill in all its vacant positions during the
2016/17 financial year and had to place a moratorium to ensure that there was no
overspending with regard to the compensation of staff. The Strategic Plan is based on
the department having the capacity to fully implement it but in this instance the
department had to reprioritise interventions that will have a high impact but require less
resources to achieve them. DPSA has since been requested to assist with the review of
the organizational structure to ensure that the department meets its legislative mandate.
This process is likely to take approximately six months period.
There are some interventions that have been moved to the Operational Plan in the
2017\18 financial year, while others will be reflected in the Operational Plan due to
financial constraints. The department is expecting the situation to improve in 2017\18
and therefore believe that the 2018/19 APP will cover all priority issues currently
contained in the Operational Plan. The items that are necessary but are day to day
support activities to municipalities have been moved to the Operational Plan.
5.8 Description of the strategic planning process
The strategic planning process for Strategic Plan 2014 – 2019 was comprehensively
workshopped and the resulting document was audited by the Gauteng Planning Division in
February 2016. Cognisance of comments has been taken and thus the decision to review
the Strategic Plan was taken. A new planning horizon is being described in this document
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 28
with cognisance being taken of the 2016 Municipal Elections and general elections in 2019.
Constant review of priorities is suggested as these milestones are reached.
An initial SWOT (Strengths, Weaknesses, Opportunities and Threats) survey was undertaken
with the management team to gain insight into the Department. Analysis of the results
drove the level of engagement and outcomes during the intervention.
Facilitation of workshops with the management team was undertaken and a new Mission
and Vision were described. From there the new strategic goals, objectives, outputs, measures
and action steps were agreed and defined by the team and are contained in this document.
The MEC in the strategic planning session in 2017 indicated that he wants the department
better positioned to respond to the needs of communities and also able to deal with the
factors that resulted from the 2016 Municipal Elections. This led to a review of the 2017/18
APP and the 2015 -2020 strategic plan.
6. Strategic outcome oriented goals of the institution
The 2017/20 strategic plan focusses on moving towards a GCR and improving
professionalism and impact of the Gauteng Department.
Programme 1
Strategic goal 1 Strengthen the administrative and financial management systems of the
department by 2020.
Goal Statement Build an effective and efficient administration capable of supporting
and implementing the Five Year Strategic Plan.
Justification A department that is able to provide leadership and account for its
actions and resources.
Links Chapter 10 of the Constitution of South Africa;
NDP Priority: Building capable and developmental state;
MTSF Priority 10 and 4: Building a developmental state including
improvement of public services and strengthening democratic
institutions and; Strengthen the skills and human resource base;
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 29
MTSF Outcome 12: An efficient, effective and development oriented
public service and an empowered, fair and inclusive citizenship.
Strategic Objectives 1. To attract and retain professional and competent personnel in
the department.
2. Efficient and effective departmental finance and governance
support services.
Programme 2
Strategic goal 2 Revitalisation and strengthening of Local Government performance
through the Back 2 Basics approach 2020.
Goal Statement Facilitating and strengthening meaningful public participation in
service delivery;
Strengthening cooperative governance horizontally and vertically
through IGR fora; and
Support municipalities to improve their financial viability.
Justification Provision of support to municipalities for improved service delivery.
Democratic, well governed and effective municipal institutions capable
of carrying out their developmental mandate as per the constitution.
Links Chapter 7 of the Constitution of South Africa;
Municipal Systems Act, Municipal Finance Management Act;
NDP Priority: Building capable and developmental state;
Gauteng TMR: Transformation of the state;
MTSF Priority 10: Building a developmental state including
improvement of public services and strengthening democratic
institutions;
MTSF Outcome 9: Responsive, accountable, effective and
efficient local government system;
MTSF Outcome 12: An efficient, effective and development
oriented public service and an empowered, fair and inclusive
citizenship; and
Provincial MTSF Priority 6: Fighting crime and corruption.
Strategic Objectives 3. To support co-operative governance between the three spheres
of government through effective intergovernmental relations.
4. To promote and improve public trust in local government
through active and purposeful citizen engagement by 2020.
5. To improve municipal financial viability and management.
6. To monitor and evaluate municipal performance.
Programme 3
Strategic goal 3 Facilitate radical integrated infrastructure planning and the transformation
of cities and towns by 2020.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 30
Goal Statement Provide support to municipalities so that they can effectively contribute to
spatial transformation. Improve IDP processes for better alignment while
providing support to Infrastructure and Human Settlement Mega projects
by 2020. Resilient communities through disaster preparedness by 2020.
Justification Sustainable service delivery and economic development that is responsive
to the needs and aspirations of the poor through a coordinated public
sector. Support provided to municipalities in terms of bulk infrastructure
in areas where there are Human Settlements planned.
Links Municipal Systems Act, SPLUMA and Integrated Urban Development
Framework (IUDF);
NDP Priority: Environmental sustainability, Transforming human
settlements and the spatial economy;
Gauteng TMR: Transformation of the state;
• MTSF Priority 3 and 9: Comprehensive rural development strategy
linked to land and agrarian reform and; Sustainable resource
management and use food security;
MTSF Outcome 7: Decent employment through inclusive growth;
MTSF Outcome 8: Sustainable human settlements and improved
quality of household life; and
MTSF Outcome 9: Responsive, accountable, effective and efficient
local government system.
Strategic Objectives 7. To provide support to Human Settlement Mega projects,
infrastructure projects and the IDP process.
8. To coordinate and support the implementation of the National
Disaster Management Act.
Programme 4
Strategic goal 4 Transformed, functional, accountable and sustainable institution of
traditional leadership by 2020.
Goal Statement 2 Traditional institutions that are financially sound and responding to
the needs of the community.
Justification The empowerment of the institution of Traditional Leadership so that
they are able to serve their communities better. Train Traditional
Leaders on the legislation impacting their work.
Links Chapter 7 of the Constitution of South Africa • Municipal Structures
Act, Municipal Systems Act, Traditional Leadership and Governance
Framework Act, IGR Act etc. • NDP Priority: Building capable and
developmental state.
Strategic Objective 9. To improve the quality of management and administrative
practices in support of Traditional Leadership.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 31
Part B: Strategic Objectives
7. Programmes
7.1 Strategic objectives
Programme 1: Administration
This programme focuses on strengthening the administrative capacity and capability of the
Department, to ensure that the Department is able to deliver on its core mandate. It is
related to Outcome 12: “An efficient, effective and development-oriented public service”.
The functions rendered under this programme serve to provide the necessary support
services (human capital and financial) to enable the core programmes to achieve the set
strategic objectives
CORPORATE SERVICES
Strategic Objective 1 To attract and retain professional and competent personnel in the
department.
Strategic Objective
Statement
Ensure 100% compliance to the department’s employment equity targets.
Baseline 39% of women in SMS positions; and
1.4 people with disabilities.
SUB-PROGRAMME: CORPORATE SERVICES
Budget Programme Administration: Human Capital Management.
Performance Indicator Percentage of Employment Equity target reached for women in SMS positions.
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
30% 40% 45% 50%
Budget Programme Administration: Human Capital Management.
Performance Indicator Percentage of Employment Equity target reached for people living with disabilities.
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
1% 1% 1.5% 2%
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 32
FINANCE MANAGEMENT
Strategic Objective 2 Efficient and effective departmental finance and governance support
services.
Strategic Objective
Statement
Provide finance and risk management support to the department’s
programmes.
Baseline 100% of service providers paid in thirty days as per the PFMA; and
1 Strategic Risk Assessment conducted.
SUB-PROGRAMME FINANCE MANAGEMENT
Budget Programme Administration: Finance Management.
Performance Indicator Percentage of service providers paid within thirty days as prescribed by Public Finance
Management Act.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
100% 100% 100% 100%
Budget Programme Administration: Finance Management.
Performance Indicator Percentage of service providers paid within fifteen days as resolved by the Executive
Committee of Gauteng Province.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
0 50% 60% 70%
SUB-PROGRAMME: RISK MANAGEMENT
Budget Programme Administration: Risk Management.
Performance Indicator Number of Strategic Risk Assessments conducted.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
4 assessments 4 4 4
7.2. Resource considerations
SUMMARY OF PAYMENTS AND ESTIMATES: ADMINISTRATION
Outcome Main
appropriation Adjusted
appropriation Revised estimate
Medium-term estimates
R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
1. Office Of The MEC 2 816 3 563 3 839 4 629 3 829 2 336 4 992 5 281 5 578
2. Corporate Services 77 950 79 256 101 692 119 234 120 034 84 256 124 098 132 716 140 003
Total payments and estimates 80 766 82 819 105 531 123 863 123 863 86 592 129 090 137 997 145 481
PROGRAMME 1 NUMBER OF POSTS NUMBER OF POSTS
FILLED
VACANCY RATE
Administration 211 135 76 36%)
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7.3. Risk Management
Risk Factor Mitigation for action
Inadequate capacity in Department
to deliver on mandate.
Prioritised filling of critical posts.
Inability to sustain the clean audit
status
Develop and monitor a recovery plan where
instances of non- performance are identified to
ensure the department achieves its planned
targets; and
Review Portfolio of evidence for reported
performance to verify that its accurate and reliable
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 34
Programme 2: Local Governance
The goals contained herein relate to Outcome 9, and will be achieved through the
implementation of the Local Governance sub-programmes. The Local Governance budget
under these goals will be utilised for municipal administration, municipal financial support,
public participation (specifically catering for the CDW Programme), capacity development
and municipal performance, monitoring and reporting. The budget allocated under this
programme is utilised to support and monitor local performance to ensure that municipalities
become viable and sustainable to carry out their constitutional mandate.
The Local Governance Programme seeks to strengthen the developmental state by enhancing
participatory governance and institutional stability as well as building the capacity and
capability of local government to achieve its constitutional mandate
GOVERNANCE AND INTERGOVERNMENTAL RELATIONS (IGR)
Strategic Objective 3 To support co-operative governance between the three spheres of
government through effective intergovernmental relations.
Strategic Objective
Statement
Improving the way in which the three spheres do their planning which
should ultimately lead to improved service delivery by 2020.
Baseline Pre and post-merger support provided to Rand-West City;
4 reports on fraud, corruption and maladministration; and
4 Research report on Local Government issues.
SUB-PROGRAMME: GOVERNANCE AND IGR
Budget Programme Local Governance: Governance and IGR.
Performance Indicator Number of reports on the implementation of the Section 14(5) Notice (Redetermination of
ward boundaries).
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
4 municipalities 4 4 1
Budget Programme Local Governance: Governance and IGR.
Performance Indicator Number of IGR Structures functional in accordance with the IGR Framework by 2020.
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
0 3 4 5
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Budget Programme Local Governance: Red Tape
Performance Indicator Number of municipalities supported to implement the Red Tape reduction Programme (Sub-
outcome 4)
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
New 6 9 9
Budget Programme Local Governance: Governance.
Performance Indicator Number of reports produced on the extent to which municipalities comply with the
implementation of the Anti-corruption measures (Sub-outcome 3, Action 8).
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
1 4 4 4
Budget Programme Local Governance: Governance.
Performance Indicator Number of reports on fraud, corruption and maladministration cases reported and
investigated. (Sub-outcome 3, Action 8).
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
4 4 4 4
Budget Programme Local Governance: Governance.
Performance Indicator Number of reports on fraud, corruption and maladministration cases reported and
investigated. (Sub-outcome 3, Action 8).
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
4 4 4 4
PUBLIC PARTICIPATION
Strategic Objective 4 To promote and improve public trust in local government through active
and purposeful citizen engagement by 2020.
Strategic Objective
Statement
Ensuring that the citizens have a mechanism to influence how government
is run by 2020.
Baseline 11 municipalities supported on the development of ward level
database.
12 advocacy initiatives in line with government themes supported by
CDWs.
21296 Individual and community service delivery cases attended
and/or referred to the War room, municipalities, national and
provincial departments.
SUB-PROGRAMME: PUBLIC PARTICIPATION
Budget Programme Local Governance.
Performance Indicator Number of ward committees supported on implementation of ward operational plans
(Sub-outcome Action 5) Sector Indicator.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 36
175 200 529 529
Budget Programme Local Governance.
Performance Indicator Number of municipalities supported on the development of ward level database with
community concerns and remedial actions produced (Sub-outcome 2 Action 5).
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
11 11 6 9
Budget Programme Local Governance.
Performance Indicator Number of reports on the number of community report back meetings convened by
Councillors in each ward (Sub-outcome 2, Action 7).
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
4 4 4 4
Budget Programme Local Governance: Community Workers Programme.
Performance Indicator Number of reports on participatory democracy processes supported.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
4 4 4 4
SUB-PROGRAMME: POLICY AND RESEARCH
Budget Programme Local Governance: Policy and Research.
Performance Indicator Number of research reports on key local government policy issues.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
4 reports 4 4 4
BACK TO BASICS PROGRAMME
Strategic Objective 5 To improve the quality of management, financial governance and
accountability within municipalities.
Strategic Objective
Statement
Improve municipal performance through the provision of targeted support
by 2020.
Baseline 4 Local municipalities with 60% of the action plan implemented in
targeted municipalities;
12 Municipalities monitored and provided with advisory support on
implementation of Audit Response Plans based on the 2014/15 audit
outcomes;
11 municipalities with functional audit committees;
100 officials and councillors trained in accordance to the Scarce Skills
Strategy;
All Municipalities compliant in terms of the Municipal Finance
Management Act;
10 municipalities that are compliant with the Municipal Property Rates
Act;
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 37
Induction programme for 50 women councillors on GEYODI.
SUB-PROGRAMME: BACK TO BASICS
Budget programme Administration: Back to Basics Coordination.
Performance Indicator Number of reports on municipalities with 100% of the B2B priority actions implemented.
Baseline N
Baseline 2016/17 2017/18 2018/19 2019/20
4 4 4 4
SUB-PROGRAMME: MUNICIPAL FINANCE SUPPORT Budget Programme Local Governance: Municipal Finance Support.
Performance Indicator Number of Municipalities monitored on the implementation of Audit Response Plan based
on audit outcomes as per the MFMA section 131.
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
11 11 11 11
Budget Programme Local Governance: Municipal Finance Support.
Performance Indicator Number of municipalities provided with financial support to update and maintain
Infrastructure Asset Register in line with the GRAP 17 requirements.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
4 4 5 6
Budget Programme Local Governance: MFS.
Performance Indicator Number of municipalities supported to improve revenue management and debt collection
through the development of simplified revenue plans. (Sub-outcome 3).
Baseline
Baseline 2016/17 2017/18 2018/19 2019/20
12 11 11 11
Budget Programme Local Governance: Municipal Finance Support.
Performance Indicator Top defaulting residential debtors resolved for identified Gauteng Municipalities.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
80% 100% 100% 100%
Budget programme Local Governance: MFS.
Performance Indicator Number of municipalities monitored and supported to implement a Tariff Model.
New Measure
Baseline 2016/17 2017/18 2018/19 2019/20
2 4 5 6
Budget Programme Local Governance: MFS
Performance Indicator Number of municipalities with functional performance audit committees.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
12 11 11 11
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SUB-PROGRAMME: MUNICIPAL INSTITUTIONAL SUPPORT
Budget Programme Local Governance: Municipal Institutional Support.
Performance Indicator Number of municipalities provided with financial support to cascade and institutionalise
Performance Management System.
New Indicator N
Baseline 2016/17 2017/18 2018/19 2019/20
2 2 2 4
Budget Programme Local Governance: Municipal Institutional Support.
Performance Indicator Number of capacity building interventions conducted in municipalities (Sub-outcome3).
Sector Indicator.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
4 4 4 4
Budget Programme Local Governance: Municipal Institutional Support.
Performance Indicator Number of municipalities supported to comply with MSA regulations (Sub-outcome 3
Action 6).
New Indicator N
Baseline 2016/17 2017/18 2018/19 2019/20
12 11 11 11
SUB-PROGRAMME: MUNICIPAL PERFORMANCE, REPORTING AND EVALUATION (MUNICIPAL FINANCE)
Budget Programme Local Governance: Municipal Performance Monitoring, Reporting and Evaluation (Municipal
Finance).
Performance Indicator Number of reports in terms of Municipal Finance Management Act Section 131.
Baseline
Baseline 2016/17 2017/18 2018/19 2019/20
3 1 1 1
Budget Programme Local Governance: M&E.
Performance Indicator Number of municipal compliance reports in terms of Municipal Finance Management Act;
Municipal Property rates Act; Municipal Systems Act and Remuneration of Public Office
Bearers Act.
New Indicator N
Baseline 2016/17 2017/18 2018/19 2019/20
New 4 4 4
Budget Programme Local Governance:
Performance Indicator Number of municipalities that are compliant with the Municipal Property Rates Act.
New measure n
Baseline 2016/17 2017/18 2018/19 2019/20
10 9 9 9
SUB-PROGRAMME: MUNICIPAL PERFORMANCE MONITORING, REPORTING AND EVALUATION (SERVICE
DELIVERY)
Budget Programme Local Governance: Municipal Performance Monitoring, Reporting and Evaluation (Service
Delivery).
Performance Indicator Number of reports compiled on municipal performance
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 39
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
4 4 4 4
Budget Programme Local Governance: Municipal Performance Monitoring, Reporting and Evaluation (Service
Delivery).
Performance Indicator Number of annual municipal performance reports compiled as per the requirements of
Section 47 of the Municipal Systems Act (MSA).
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
1 1 1 1
SUB-PROGRAMME: GENDER, YOUTH AND PEOPLE LIVING WITH DISABILITY (GEYODI)
Budget Programme Local Governance: Gender, youth and people living with Disability.
Performance Indicator Number of women councillors trained on GEYODI.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
50 60 70 70
Budget Programme Local Governance: Gender, youth and people living with Disability.
Performance Indicator Number of municipalities meeting 2% disability employment target.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
11 11 11 11
Strategic Objective 2. 2 Continually monitor and evaluate CoGTA and LG Performance.
Budget Programme Local Governance: GEYODI
Performance Indicator Number of municipalities supported on the roll-out of gender policy framework.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
3 3 3 2
Budget Programme Local Governance: Gender, youth and people living with Disability.
Performance Indicator Number of Gauteng department bursaries awarded to suitable persons with disabilities
as part of the TMR objectives.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
5 5 5 5
7.1. Resource considerations
Outcome Main
appropriation Adjusted
appropriation Revised estimate
Medium-term estimates
R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
1. Municipal Administration 10 519 11 576 27 104 14 366 14 364 7 424 14 123 14 069 15 857
2. Municipal Finance 10 726 8 849 10 876 11 603 10 564 8 340 11 755 12 437 11 493
3. Public Participation 116 017 121 176 130 964 145 931 145 233 85 640 155 892 164 636 174 853
4. Capacity Development 11 252 10 064 26 452 16 708 18 358 9 923 26 759 19 174 20 024
5. Municipal Performance Monitoring, Reporting And Evaluation
10 115 11 047 10 891 14 482 14 482 9 306 15 580 16 816 17 759
Total payments and estimates 158 629 162 712 206 287 203 090 203 090 120 633 215 472 227 132 239 986
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 40
PROGRAMME 2 NUMBER OF POSTS NUMBER OF POSTS
FILLED
VACANCY RATE
Local Governance 494 414 79 (16%)
7.2. Risk Management
Risk Factor Mitigation for action
Fraud and Corruption. Conduct an integrity assessment in
municipalities;
Monitor the implementation of fraud
prevention programmes at municipal level;
In collaboration with Ethics Institute, train risk
officers, and officials on how to promote
ethical behaviour;
Raise awareness to employees to report any
fraud and corruption allegations;
Develop a procedure manual on processes to
follow on alleged fraud and corruptions; and
Follow up on the forensic auditors
recommendations on completed forensic
audits.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 41
Programme 3: Development and Planning
This programme seeks to coordinate, facilitate and promote integrated development and
planning in municipalities to ensure that varieties of services are delivered in an integrated
and sustainable manner. It facilitates and coordinates processes towards ensuring the
municipal IDPs are credible, implementable, and aligned to national and provincial outcomes,
plans and strategies. Coordination and support is provided for the implementation of the
National Disaster Management Act and framework to ensure the effective management of
disaster at National, provincial and local level within this programme. In addition, it also
ensures the accelerated delivery of municipal basic service and infrastructure delivery to
meet national targets.
DEVELOPMENT AND PLANNING
Strategic Objective 7 To provide support to Human Settlement Mega projects, infrastructure
projects and the IDP process by 2020.
Strategic Objective
Statement
Provision of bulk infrastructure support to municipalities to reduce delays
in Human Settlement Mega projects and infrastructure projects by 2020.
Provide support to municipalities to develop credible IDPs.
Baseline 6 local municipalities supported with service delivery programmes-
(MIG and MISA);
10 municipalities supported to implement indigent policies (sub-
outcome 1 Action 6).
12 municipalities supported with development of legally compliant
IDPs.
SUB-PROGRAMME: INTEGRATED DEVELOPMENT PLANNING
Budget Programme Development and Planning: Integrated Development Planning Coordination.
Performance Indicator Number of municipalities supported with development of legally compliant IDPs
(Sub-outcome 1, Action 2).
Baseline New measure
Baseline 2016/17 2017/18 2018/19 2019/20
11 municipalities 11 11 11
Budget programme Development and Planning: Integrated Development Planning Coordination.
Performance Indicator Number of municipalities supported with alignment of IDPs to the Integrated Urban
Development Framework (IUDF).
New Measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
0 3 11 11
Budget Programme Development and Planning: Integrated Development Planning Coordination.
Performance Indicator Number of Municipalities supported with the implementation of SPLUMA.
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
New 2 2 2
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 42
SUB-PROGRAMME: INFRASTRUCTURE TECHNICAL SUPPORT
Budget Programme Development and Planning: Infrastructure Technical Support.
Performance Indicator Number of municipalities with support plans monitored on the implementation of bulk
infrastructure support plans on Human Settlement mega projects.
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
11 9 9 9
Budget programme Development and Planning: Infrastructure Technical Support.
Performance Indicator Number of municipalities supported with service delivery programmes.
Baseline N
Baseline 2016/17 2017/18 2018/19 2019/20
7 6 6 6
Budget programme Development and Planning: Infrastructure Technical Support.
Performance Indicator Number of municipalities supported to implement indigent policies (Sub-outcome 1 Action
6) (Sector Indicator).
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
10 9 9 9
Budget Programme Development and Planning: Infrastructure Technical Support.
Performance Indicator Percentage of municipalities showing a reduction of water losses to 3.7%.
New Measure N
Baseline 2016/17 2017/18 2018/19 2019/20
50% 60% 70% 80%
Budget programme Development and Planning: Infrastructure Technical Support.
Performance Indicator Number of schools supported with installation of Rainwater Harvesting systems.
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
New 50 100 100
Budget Programme Development and Planning: Infrastructure Technical Support.
Performance Indicator Number of jobs created to meet the targets of the Tshepo 500 000 initiative.
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
750 750 750 750
Budget Programme Development and Planning: Infrastructure Technical Support.
Performance Indicator Number of work opportunities created through the Community Works Programme (CWP).
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
19 000 19 000 19 000 19 000
SUB-PROGRAMME: ENERGY OFFICE
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 43
Budget Programme Development and Planning: Energy Office.
Performance Indicator Percentage of indigent households with access to basic electricity services.
New Measure Revised
Baseline 2016/17 2017/18 2018/19 2019/20
92 93 94 94
Budget Programme Development and Planning: Energy Office.
Performance Indicator Number of State of Gauteng Energy Report as stipulated in the Gauteng Energy Security
strategy.
New Measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
1 1 1 1
SUB-PROGRAMME: DISASTER MANAGEMENT DISASTER MANAGEMENT
Strategic Objective 8 To coordinate and support the implementation of the National Disaster
Management Act.
Strategic Objective
Statement
Improve the level of preparedness of government to be able to respond
appropriately to disasters by 2020.
Baseline 5 functional Municipal Disaster Management Centres.
Budget programme Development and Planning: Disaster Management.
Performance Indicator Provincial Disaster Management Centre established and functional.
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
New 1 1 1
Budget Programme Development and Planning: Disaster Management.
Performance Indicator Number of functional Municipal Disaster Management Centres.
New measure N
Baseline 2016/17 2017/18 2018/19 2019/20
5 5 5 5
7.1. Resource considerations
Outcome Main
appropriation Adjusted
appropriation Revised estimate
Medium-term estimates
R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
1. IDP Coordination 3 387 4 925 3 978 6 001 6 001 4 034 6 431 6 804 7 184
2. Disaster Management 12 363 13 817 21 669 58 262 105 960 51 129 62 925 67 406 76 265
3. Municipal Infrastructure 7 722 11 013 19 829 16 526 67 026 9 986 36 600 15 482 16 233
Total payments and estimates 23 472 29 755 45 476 80 788 179 095 65 149 105 957 89 692 98 968
PROGRAMME NUMBER OF POSTS NUMBER OF POSTS
FILLED
VACANCY RATE
Development 82 65 17(21%)
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 44
7.2. Risk Management
Risk Factor Mitigation for action
Inefficient response to Provincial disasters. Approve the Draft provincial disaster
management framework to address
uniformity and integrated disaster
management approach;
Develop and approve a disaster
recovery plan aligned to the disaster
management framework;
Provide disaster awareness to
vulnerable communities;
"Monitor the Municipalities’ risk
reduction measures in relation to
their risk profiles; “and
"Engagement with other departments
to ensure that they take up their
line function mandate regarding the
hazards identified within the
province".
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 45
Programme 4: Traditional Institutional Management
The function of this programme is to promote and facilitate viable and sustainable traditional
institutions and to support and enhance the capacity of traditional leadership and local
governance institutions. The key performance areas are: Traditional Institutional
Administration, Traditional Resource Administration, Rural Development Facilitation and
Traditional Land Administration
Traditional Institutional Management
Strategic Objective 9 To improve the quality of management and administrative practices in
support of Traditional Leadership.
Strategic Objective
Statement
Provision of support to Traditional Institutions so that they are more self-
sustaining by 2020.
Baseline 1 Annual Report implementation of Presidential Proclamations in terms
of the Remuneration of Public Office Bearers Act (POBA); and
2 Traditional Councils complying with legislative prescripts.
PROGRAMME 4: TRADITIONAL INSTITUTIONAL MANAGEMENT
Budget Programme Traditional Institutional management.
Performance Indicator Number of reports on implementation of Presidential Proclamations in terms of the
Remuneration of Public Office Bearers Act (POBA).
New Measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
1 1 1 1
Budget Programme Traditional Institutional management.
Performance Indicator Number of Traditional Councils complying with legislative prescripts.
New Measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
2 2 2 2
Budget programme Traditional Institutional Management.
Performance Indicator Percentage of traditional leadership complaints resolved within 90 days of receipt.
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
100% 100% 100% 100%
Budget programme Traditional Institutional Management.
Performance Indicator Number of municipalities with initiation governance structures and by-laws regulating the
practice.
New measure Y
Baseline 2016/17 2017/18 2018/19 2019/20
New 11 11 11
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 46
7.1. Resource considerations
Outcome Main
appropriation Adjusted
appropriation Revised estimate
Medium-term estimates
R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
1. Traditional Institution Administration 5 061 3 888 4 393 4 851 4 851 4 851 6 848 7 245 7 650
2. Traditional Resource Administration 436 1 059 662 4 206 4 206 4 206 1 660 1 579 1 667
3. Rural Development Facilitation 72 400 410 410 410 552 555 586
4. Traditional Land Administration 454 1 560 1 347 947 947 947 2004 2 036 2 150
Total payments and estimates 6 023 6 507 6 802 10 414 10 414 10 414 11 064 11 415 12 053
PROGRAMME NUMBER OF POSTS NUMBER OF POSTS
FILLED
VACANCY RATE
Traditional 10 9 10%
7.2. Risk Management
Risk Factor Mitigation for action
Ineffective system of financial management
and accountability for use of conditional
grants by the Traditional Institutions.
Develop quarterly management
accounts for both Traditional
Institutions and develop a filing
system to keep all necessary
documents for financial reporting, to
enable timely submission of set of
accounts to the department.
Induction programme to educate
traditional leaders on the
importance of compliance with laws
and regulations.
Part C: Links to other plans
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 47
8. Links to the long-term infrastructure and other capital
plans
8.1. Budget Plan
SUMMARY OF PAYMENTS AND ESTIMATES: COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
Outcome Main
appropriation Adjusted
appropriation Revised estimate
Medium-term estimates
R thousand 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
Programmes
1. Administration 80 766 82 819 105 531 123 862 123 862 86 592 129 090 137 997 145 581
2. Local Governance 158 629 162 712 206 287 203 090 203 090 120 633 224 108 227 132 239 986
3. Development Planning 23 472 29 755 45 476 80 788 178 986 65 149 105 957 89 692 98 968
4. Traditional Institutional Management 6 023 6 507 6 802 10 414 10 414 4 912 11 064 11 415 12 053
Total
268 890 281 793 364 096 418 155 516 355 277 286 470 218 466 235 496 588
It is evident from the table above that departmental expenditure increased from R269 million in
2013/14 to R282 million in 2014/15 and to R364 million in the 2015/16 financial year for support
to municipalities and filling of vacant posts after the approval of organisational structure by the
DPSA. The budget increases by R51 million from R419 million to R470 million between 2016/17 and
2017/18 with a further increase to R466 million in the 2018/19 financial year to R496 million in
the 2019/20 financial year. A proclamation was made in October 2016 to relocate the Land
Management function to the Gauteng Department of Infrastructure Development in order to streamline
Land Management matters in the province. The increase will fund renovations and operational
requirements of the newly acquired PDMC in order to assist the RandWest Municipality with post-
merger funding for salaries disparities, office equipment and furniture for the building; the need to
address the audit outcomes of municipalities during Operation Clean Audit in 2016; the filling of
CDW, positions in each ward as a result of natural attrition; and to refurbish the building that will
be made available to accommodate staff members.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 48
8.2. Long-term infrastructure and other Capital Plans
No. Project name Programme Municipality/
Other
Institutions
Outputs Medium-term estimates
2017/18 2018/19 2019/2020
1. New and replacement assets (R thousand)
1.1 Replacement of
Water Services
Infrastructure
Bulk and
distribution
infrastructure
Merafong
City Local
municipality
Water pipeline,
Isolation & Air
and Pressure
reducing valves.
R20,000,000 0 0
Total new and replacement assets R20,000,000
2 Rehabilitation, renovations and refurbishments (R thousand)
2.1 Establishment of
Provincial
Disaster
Management
Centre
Provincial
Disaster
Management
Centre (PDMC)
CoGTA/DID/SI
TA
LAN/WAN and
Server Room
construction
and
procurement of
servers and ICT
equipment R18, 000, 000 R30,000, 000 0
2.2 Establishment of
Provincial
Disaster
Management
Centre
Provincial
Disaster
Management
Centre (PDMC)
CoGTA/DENEL
/CSIR
Command and
control system.
R 3, 000, 000 R 7, 000, 000 0
2.3 Establishment of
Provincial
Disaster
Management
Centre
Provincial
Disaster
Management
Centre (PDMC)
CoGTA/DID Equipping of
PDMC building
R10, 000, 000 0 0
Total Rehabilitation, renovations and refurbishments R 31, 000, 000 R37,000,000 0
8.3. Risk Management Plan
The Department does maintain a Strategic Risk Register; the actions of that document have
been incorporated in to the applicable strategies. However, the change of strategic direction
proposed in this plan should address these concerns as well.
Risk 1 There is a plurality of needs and interests between spheres of government and
communities, and contestations are inevitable.
Risk 2 There is a paradoxical relationship between the principle of public
accountability and institutional autonomy.
Risk 3 There is a need to create necessary structures to promote cooperative
behaviour. Predictability, innovation and stability with some degree of flexibility
are required for an efficient and effective cooperative governance system.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 49
9. Conditional grants
The Department of Co-operative Governance and Traditional Affairs does not have any
conditional grants.
10. Public entities
The Department of Co-operative Governance and Traditional Affairs has not established any
public entity.
11. Public-Private partnerships
The Department of Co-operative Governance and Traditional Affairs has the following public-
private partnerships.
Name of PPP Purpose Outputs Current value of
agreement
Date when
agreement expires
Ethics SA To build an
ethical and
corruption free
environment at
municipal level.
9 municipalities
have signed SLAs
R1 million per
municipality
September 2019
Risk 4 The meaningful and maximum participation of all stakeholders on matters of
service delivery and development is desirable leading to unity in practice.
Risk 5 There is a need to create necessary capacity and capability internally in order
to meet our legislative mandate.
Risk 6 Auditor General and Internal Auditor findings may not be attended to in the
required timeframe to resulting in the same finding arising.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 50
ANNEXURE A: Technical Indicator Descriptions
COGTA STRATEGIC GOALS AND OBJECTIVES TIDs
Programme 1
Strategic goal 1 Strengthen the administrative and financial management systems of the
department by 2020.
Goal Statement Build an effective and efficient administration capable of supporting and
implementing the Five Year Strategic Plan.
Justification A department that is able to provide leadership and account for its actions
and resources.
Links Chapter 10 of the Constitution of South Africa;
NDP Priority: Building capable and developmental state;
MTSF Priority 10 and 4: Building a developmental state including
improvement of public services and strengthening democratic
institutions and; Strengthen the skills and human resource base;
MTSF Outcome 12: An efficient, effective and development oriented
public service and an empowered, fair and inclusive citizenship
Strategic Objectives 1. To attract and retain professional and competent personnel in the
department.
2. Efficient and effective departmental finance and governance support
services.
Indicator Title 1. To attract and retain
professional and competent personnel
to the department.
2. Efficient and effective
departmental finance and governance
support services
Short Definition Ensure 100% compliance to the
department’s employment equity
targets.
Efficient and effective departmental
finance and governance support services.
Purpose/importance To ensure the representivity of women
in Senior positions and meeting the
equity targets in terms of people with
disabilities.
To promote accountable and transparent
financial governance in the department
and to ensure compliance with all
regulatory and legislative prescripts and
frameworks.
Source/collection of
data
Persal reports BAS reports and Strategic Risk Assessment
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 51
Method of calculation Number of women SMS members/total
SMS members =
Quantitative
Data Limitation None None
Type of indicator Outcome Outcome
Calculation type Non-cumulative Non-cumulative
Reporting cycle Quarterly Quarterly
New indicator N N
Desired performance To attract professional and competent
personnel to the department.
Attain a robust and a sound financial
management system and enhance good
governance.
Indicator responsibility Chief Director: Corporate Services CFO
Programme 2
Strategic goal 2 Revitalisation and strengthening of Local Government performance
through the Back 2 Basics approach 2020.
Goal Statement Facilitating and strengthening meaningful public participation in service
delivery;
Strengthening cooperative governance horizontally and vertically
through IGR fora; and
Support municipalities to improve financial viability.
Justification Provision of support to municipalities for improved service delivery.
Democratic, well governed and effective municipal institutions capable of
carrying out their developmental mandate as per the constitution.
Links Chapter 7 of the Constitution of South Africa
Municipal Systems Act, Municipal Finance Management Act
NDP Priority: Building capable and developmental state
MTSF Priority 10: Building a developmental state including
improvement of public services and strengthening democratic
institutions
MTSF Outcome 9: Responsive, accountable, effective and efficient
local government system
MTSF Outcome 12: An efficient, effective and development oriented
public service and an empowered, fair and inclusive citizenship; and
Provincial MTSF Priority 6: Fighting crime and corruption
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 52
Strategic Objectives 3. To promote and improve public trust in local government through
active and purposeful citizen engagement by 2020.
4. To support co-operative governance between the three spheres of
government through effective intergovernmental relations.
5. To improve municipal financial viability and management.
6. To monitor and evaluate municipal performance.
Indicator Title 3. To promote and improve public trust
in local government through active and
purposeful citizen engagement by
2020.
4. To support co-operative governance
between the three spheres of government
through effective intergovernmental
relations.
Short Definition Ensuring that ward committees are
established and ward councillors are
inducted in order for them to serve
communities better. Putting a system
in place where community concerns
can be recorded and managed by
municipalities.
Promotion of integrated planning
between the three spheres of government
to improve service delivery. Increasing the
fight against corruption.
Purpose/importance To ensure that citizens have a way to
communicate their concerns to the
government and get resolutions.
To ensure that the governance structures
are functional.
Source/collection of
data
Municipal reports. Minutes of meetings.
Method of calculation Qualitative Quantitative
Data Limitation Accuracy of municipal reports. None
Type of indicator Outcome Outcome
Calculation type Non-cumulative Non-cumulative
Reporting cycle Annual Annual
New indicator N N
Desired performance Improved service delivery through
community engagement.
Good governance through functional
structures.
Indicator responsibility Chief Director: Public Participation Chief Director: Governance, IGR,
Research, Policy and Leadership
Indicator Title 5. To improve municipal financial
viability and management by 2020.
6. To monitor and evaluate
municipal performance.
Short Definition To support municipalities in the
appointment of senior managers. To
To promote accountable and transparent
municipalities and ensure compliance
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 53
increase financial viability through
targeted support.
with all regulatory and legislative
prescripts and frameworks.
Purpose/importance To ensure optimal use of resources
municipalities.
To ensure municipal compliance.
Source/collection of
data
Section 71 reports, Asset Registers,
Annual financial statements and Audit
Reports and Municipal reports on
compliance.
Municipalities; Gauteng Provincial
Treasury, National Treasury, The Auditor
General; SALGA, National DCOG
Method of calculation Quantitative Quantitative
Data Limitation None Accuracy of municipal reports.
Type of indicator Outcome Outcome
Calculation type Non-cumulative Non-cumulative
Reporting cycle Annual Annual
New indicator N N
Desired performance Improved institutional and
administrative capability to effectively
perform and deliver services.
Improve performance, build effective
systems and resilient institutions of Local
Government.
Indicator responsibility Chief Director: Local Government
Support
Chief Director: Performance, Monitoring
and Evaluation
Programme 3
Strategic goal 3 Facilitate radical integrated infrastructure planning and the transformation of
cities and towns by 2020.
Goal Statement Provide support to municipalities so that they can effectively contribute to
spatial transformation; Improve IDP processes for better alignment while
providing support to Infrastructure and Human Settlement Mega projects by
2020; and Resilient communities through disaster preparedness by 2020.
Justification Sustainable service delivery and economic development that is responsive to
the needs and aspirations of the poor through a coordinated public sector.
Support provided to municipalities in terms of bulk infrastructure in areas
where there are Human Settlements planned.
Links Municipal Systems Act, SPLUMA and Integrated Urban Development
Framework (IUDF);
NDP Priority: Environmental sustainability, Transforming human
settlements and the spatial economy;
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 54
• MTSF Priority 3 and 9: Comprehensive rural development strategy linked
to land and agrarian reform and; Sustainable resource management and use
food security;
MTSF Outcome 7: Decent employment through inclusive growth;
MTSF Outcome 8: Sustainable human settlements and improved quality of
household life; and
MTSF Outcome 9: Responsive, accountable, effective and efficient local
government system.
Strategic Objectives 7. To provide support to Human Settlement Mega projects infrastructure
projects and the IDP process.
8. To coordinate and support the implementation of the National Disaster
Management Act.
Indicator Title 7. To provide support to Human
Settlement Mega projects and
Municipal infrastructure projects.
8. To coordinate and support the
implementation of the National Disaster
Management Act.
Short Definition Provision of support to Human
Settlement Mega projects by
assisting municipalities to have bulk
infrastructure plans in place.
Provide support on infrastructure
projects and on the expenditure of
municipal grants. Assist
municipalities to plan, implement,
operate and maintain bulk
infrastructure programmes and
projects.
Providing hands-on support to
municipalities in relation to the
development, review and
implementation of IDPs as required
by applicable legislation.
Municipalities in compliance with
SPLUMA through reviewing of
SDF’s, Land Use Management
schemes, By-laws, regulations and
capacity buildings.
To ensure an efficient, effective,
integrated and coordinated approach to
all aspects of disaster management in the
province with special emphasis on
prevention and mitigation as well as
ensuring the co-ordination and
management of provincial disasters that
occur in the province
Purpose/importance To support municipalities to improve
the performance on their projects.
To improve the level of preparedness of
government to be able to respond
appropriately to disasters by 2020.
Source/collection of
data
Sector departments, municipalities and
utilities.
Disaster Management Quarterly reports.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 55
Method of calculation Quantitative Quantitative
Data Limitation Unavailability of information. Non-
compliance with SPLUMA.
Lack of norms and standards for the
Disaster management Centres at
municipal level.
Type of indicator Outcome Outcome
Calculation type Cumulative Cumulative
Reporting cycle Annual Annual
New indicator N N
Desired performance All municipalities develop legally
compliant IDPs. Municipalities
complying 100% with the SPLUMA.
Timeous response to disaster incidence
and reduction of impact on distressed
communities.
Indicator responsibility Chief Director: Infrastructure Support
Planning
Chief Director: Disaster Management and
Rescue Support Services
Programme 4
Strategic goal 4 Transformed, functional, accountable and sustainable institution of
traditional leadership by 2020.
Goal Statement 2 Traditional institutions that are financially sound and responding to the
needs of the relevant traditional communities.
Justification The empowerment of the institution of Traditional Leadership so that they
are able to serve their communities better. Train Traditional Leaders on the
legislation impacting their work.
Links Chapter 7 of the Constitution of South Africa • Municipal Structures Act,
Municipal Systems Act, Traditional Leadership and Governance Framework
Act, IGR Act etc. • NDP Priority: Building capable and developmental state
Strategic Objective 9. To improve the quality of management and administrative practices
in support of Traditional Leadership.
Indicator Title 9 To improve the quality of management and
administrative practices in support of Traditional
Leadership
Short Definition To support capacity initiatives for Traditional Leaders. To
review the complaints within the legislative framework
and respond to complainants. Ensure that systems and
structures are in place to govern the cultural practice of
initiation.
Gauteng Department of Cooperative Governance and Traditional Affairs: Strategic Plan 2017–2020 Page | 56
Purpose/importance To support institution of Traditional Leadership to be self-
sustaining.
Source/collection of data Monitoring reports, minutes of meetings, hotline reports
Method of calculation Quantitative
Data Limitation Willingness of external partners to participate in the
project.
Type of indicator Outcome
Calculation type Cumulative
Reporting cycle Annual
New indicator N
Desired performance Traditional Leaders that are empowered to play their role
in modern society.
Indicator responsibility Director: Traditional Affairs