Annual Performance Plan: Cooperative Governance

ANNUAL
PERFORMANCE PLAN
2016/17
cooperative governance
Department:
Cooperative Governance
REPUBLIC OF SOUTH AFRICA
Foreword
This Annual Performance Plan outlines the blueprint of the
Department of Cooperative Governance for the 2016/17
financial year based on the resources of the department and
the Medium Term Expenditure Framework (MTEF).The MTEF
period that commences in 2016/17 will coincide with the end
of the 2014-2019 Medium Term Strategic Framework (MTSF).
This is an opportunity for the Department to accelerate its
efforts towards the achievement of its priorities aligned to
MTSF, particularly Outcome 9, which calls for a responsive,
accountable, effective and efficient developmental local
government system.
The Back to Basics approach was launched in September

2014 to strengthen and transform the South African local
government sector. It is underpinned by five pillars, namely:
vi. Implementation of forensic reports to improve
putting people first and engaging communities, delivering basic
accountability and consequence management in
services, good governance, sound financial management and
municipalities;
building institutional capability.
vii. Development of metropolitan B2B Programme that
The persistent global economic challenges faced by South
takes into account urban needs and the role of metros in
Africa have significant impact on vulnerable communities. In
infrastructure investment that stimulates urban economies;
addition to the above pillars, we are looking at improving the
financial health of distressed municipalities to stimulate their viii. Impactful spatial development and integration initiatives;
local economies. ix. Strengthening the roles of district municipalities; and
Realising the ambitions of the Back to Basics Programme will x. Strengthening the capacity and role of Provincial COGTA
require efforts from various sectors of government, business departments.
and civil society. Municipalities remain at the forefront of service
For the 2016/17 financial year, the Department has received
delivery in the country and much support will be focused on
an allocation of R72,9 billion. A majority of this funding will
ensuring that we capacitate municipalities to perform their
be geared towards the implementation of Back to Basics
basic functions. A 10-point plan has been developed and
interventions in the areas of basic service delivery, municipal
adopted as outlined by the President in his 2016 State of the
infrastructure development and strengthening institutional
Nation Address. The 10-point plan is designed to achieve the
capacity, local economic development and job creation.
following:
We continue to appreciate and work with important
i. Improving community experiences of local government
stakeholders such as the Auditor-General, the National
through the development of community feedback
Treasury, provincial CoGTA counterparts and municipalities
mechanisms and complaints management systems and
to ensure that the post-audit action plans are implemented
efficient frontline offices;
within municipalities needing urgent attention.
ii. Developing hands-on programmes to improve the audit
We are passionate and committed towards strengthening our
opinions of the municipalities receiving disclaimers for
working relations with sector departments, the private sector,
more than three consecutive years;
civil society and other key stakeholders in supporting local
iii. Assisting municipalities to enhance their revenue collection government to realise its developmental objectives.
and management capacity;
iv. Appointment of senior managers in municipalities with

minimum competencies;
Signature: _____________________
v. Increase access to quality, reliable and sustainable basic level
of needs in 27 prioritised districts through the develop and Des Van Rooyen, MP
maintenance of infrastructure; Executive Authority
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Official sign-off
It is hereby certified that this Annual Performance Plan:
Was developed by the management of the Department of Cooperative Governance under the guidance of Minister Des Van
Rooyen. The 2016/17 Annual Performance Plan of the Department was prepared in line with the revised 2015-2019 Strategic
Plan of the Department of Cooperative Governance and accurately reflects the performance targets which the Department of
Cooperative Governance will endeavour to achieve, given the resources made available in the budget for 2016/17 financial year.
Ms Dorothee Snyman Signature: ____________________

Acting Deputy Director - General: Finance
Mr Tozi Faba Signature: _____________________

Head Official responsible for planning
Mr Vusi Madonsela Signature: _____________________

Accounting Officer
Approved by:
Des Van Rooyen. MP Signature: ____________________

Executive Authority
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Table of Contents
LIST OF ACRONYMS AND ABBREVIATIONS 4
PART A: Strategic Overview 5
1. Vision 6
2. Mission Statement 6
3. Our Values 6
4. Legislative and other mandate 6
5. Alignment of strategy to National Priorities 8
6. Situational Analysis 9
7. The Back to Basics Programme 10
PART B: PROGRAMME PERFORMANCE PLANS 17
PROGRAMME 2: REGIONAL AND URBAN DEVELOPMENT AND LEGISLATIVE SUPPORT 18
PROGRAMME 3: INSTITUTIONAL DEVELOPMENT 22
PROGRAMME 4: NATIONAL DISASTER MANAGEMENT CENTRE 29
PROGRAMME 5: LOCAL GOVERNMENT SUPPORT AND INTERVENTIONS MANAGEMENT 33
PROGRAMME 6: COMMUNITY WORK PROGRAMME 37
PART C- LINK TO OTHER PLANS 41
ANNEXURE A: CHANGES TO 2015-2019 STRATEGIC PLAN 45
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LIST OF ACRONYMS AND ABBREVIATIONS
APP Annual Performance Plan
B2B Back to Basics
BDG Business Development Forum
CBV Catalytic Business Ventures
CoGTA Cooperative Governance and Traditional Affairs
CWDs Community Development Workers
CWP Community Work Programme
DG Director-General
DPSA Department of Public Service and Administration
GIS Geographic Information System
HOD Head of Department
HRM Human Resources Management
IDDR International Day for Disaster Reduction
IEC Independent Electoral Commission
LGES Local Government Equitable Shares
LRC Local Reference Committee
MDB Municipal Demarcation Board
MEC Members of Executive Council
MIG Municipal Infrastructure Grant
MINEXCO Minister’s Executive Committee
MISA Municipal Infrastructure Support Agent
MPACs Municipal Public Accounts Committees
MPRA Municipal Property Rates Act
MSA Municipal Systems Act
MSIG Municipal Systems Improvement Grant
MTSF Medium Term Strategic Framework
PCC Presidential Coordinating Council
PFMA Public Finance Management Act
SACN South African Cities Network
SALGA South African Local Government association
SCM Supply Chain Management
SDBIPs Service Delivery and Budget Implementation Plans
WSA Water Services Authorities
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PART A
STRATEGIC OVERVIEW
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PART A: Strategic Overview
1. Vision
A functional and developmental local government system that delivers on its constitutional and legislative mandates within
a system of cooperative governance.
2. Mission Statement
Our mission is to ensure that all municipalities perform their basic responsibilities and functions without compromise by:
• Putting people and their concerns first
• Supporting the delivery of municipal services to the right quality and standard
• Promoting good governance, transparency and accountability
• Ensuring sound financial management and accounting
• Building institutional resilience and administrative capability
3. Our Values
Guided by the spirit of Batho Pele, our values are:
• Commitment to public service
• Integrity and dedication to fighting corruption
• A hands-on approach to dealing with local challenges
• Public participation and people centred approach
• Professionalism and goal orientation
• Passion to serve
• Excellence and accountability
4. Legislative and other mandate
4.1. Constitutional mandate

Cooperative Governance and Traditional Affairs (CoGTA’s) mandate is primarily derived from Chapters 3, 5, 6, 7 and 9 of
the Constitution of the Republic of South Africa, 1996, hereafter referred to as the Constitution.
Chapter 3 - This chapter deals with cooperative government and intergovernmental relations.The Department will need to
ensure that we observe and adhere to the principles in this chapter and that we conduct our activities within the parameters
of this chapter.
Chapter 5 - This chapter deals with national intervention in provincial administration when a province cannot or does not
fulfil an executive obligation in terms of the Constitution or legislation.
Chapter 6 - This chapter deals with provincial intervention in local government, in particular, when municipalities are unable
to fulfil their executive obligations. Chapter 6 is also relevant when a municipality, as a result of financial crisis, breaches its
obligations to provide basic services in order to meet its financial obligations.
Chapter 7 - This chapter deals inter alia with municipalities in cooperative governance. The Department, by legislation, must
support and strengthen the capacity of municipalities to manage their own affairs, exercise their powers and perform their
functions.
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Chapter 9 - This chapter deals with those institutions whose role involves strengthening the constitutional democracy of
the country.The Department has to comply with all legislative frameworks in this chapter in order to conform to rules made
under the auspices of institutions such as the Auditor-General and the Public Protector.
Our primary mandate is to:
• Develop and monitor the implementation of national policy and legislation, seeking to transform and strengthen key
institutions and mechanisms of governance to fulfil their developmental role;
• Develop, promote and monitor mechanisms, systems and structures to enable integrated service delivery and imple-
mentation within government; and
• Promote sustainable development by providing support to and exercising oversight over provincial and local govern-
ment.
4.2. Legislative Mandate

As a national department, our function is to develop national policies and legislation with regard to local government and to
monitor, inter alia, the implementation of the following:
Table 1: Legislative mandates of the Department
Name of Legislation Mandate

To regulate the power of a municipality to impose rates on property; to exclude certain
properties from rating in the national interest; to make provision for municipalities to
Municipal Property Rates Act, 2004
implement a transparent and fair system of exemptions, reductions and rebates through
(Act No.6 of 2004)
their rating policies; to make provision for fair and equitable valuation methods of proper-
ties; and to make provision for an objections and appeals process.
To secure sound and sustainable management of the financial affairs of municipalities
and other institutions in the local sphere of government; to establish treasury norms and
Local Government:
standards for the local sphere of government; and to provide for matters connected
Municipal Finance Management Act, therewith.
2003 (Act No. 56 of 2003)
To provide for:
Disaster Management · An integrated and coordinated disaster management policy, which focuses on
preventing or reducing the risk of disasters, mitigating the severity of disasters, emergency
Act, 2002 (Act No. 57 of 2002)
preparedness, rapid and effective response to disasters and post-disaster recovery.
· The establishment of national, provincial and municipal disaster management centres.
· Disaster management volunteers.
· Matters incidental thereto.
Local Government: To provide for the core principles, mechanisms and processes that are necessary to
enable municipalities to move progressively towards the social and economic upliftment
Municipal Systems Act, 2000 (Act
of local communities; to ensure universal access to essential services that are affordable
No. 32 of 2000)
to all; to define the legal nature of a municipality, including the local community within the
municipal area, to provide for municipal powers and functions; to provide for communi-
ty participation; to establish an enabling framework for the core processes of planning,
performance management, resource mobilisation and organisational change, to provide a
framework for local public administration and human resource development; to empower
the poor and ensure that municipalities establish service tariffs and credit control policies
that take their needs into account.
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Name of Legislation Mandate
Local Government: To provide for the establishment of municipalities, in accordance with the requirements
relating to categories and types of municipality; to establish criteria for determining the
Municipal Structures Act, 1998 (Act
category of municipality to be established in an area; to define the types of municipality
No. 117 of1998)
that may be established within each category; to provide for an appropriate division of
functions and powers between categories of municipality; to regulate the internal sys-
tems, structures and office-bearers of municipalities; to provide for appropriate electoral
systems.
The Intergovernmental The objective of this Act is to facilitate coordination by the three spheres of government
in the implementation of policy and legislation. It is a Framework Act, which allows for
Relations Framework Act (Act No.
flexibility between the spheres in meeting the challenges within the conduct and practice
13, of 2005)
of cooperative government. It also provides for the basic architecture of intergovernmen-
tal structures and for processes to guide the settlement of intergovernmental disputes.
Local Government: To provide for criteria and procedures for the determination of municipal boundaries by
an independent authority; and to provide for matters connected thereto.
Municipal Demarcation
Act, 1998 (Act No. 27 of 1998)
Organised Local To provide for the recognition of national and provincial organisations representing the
different categories of municipalities; to determine procedures by which local government
Government
may designate representatives to participate in the National Council of Provinces; to de-
Act, (Act No. 52 of 1997) termine procedures by which local government may consult with national and provincial
government; to determine procedures by which local government may nominate persons
to the Financial and Fiscal Commission; and to provide for matters connected therewith.
Fire Brigade Services To provide for the establishment, maintenance, employment, coordination and standardisa-
tion of Fire Brigade Services; and for matters connected therewith.
Act, (Act No. 99 of 1987)
Remuneration of Public To provide for a framework determining the salaries and allowances of the President,
members of the National Assembly, permanent delegates to the National Council of
Bearers Act, (Act No. 20 of 1998)
Provinces, Deputy President, ministers, deputy ministers, traditional leaders, members of
provincial Houses of Traditional Leaders and members of the Council of Traditional Lead-
ers; to provide for a framework determining the upper limit of salaries and allowances of
Premiers.
Local Government: To give effect to section 155(6A) of the Constitution by authorising the provincial execu-
tives affected to establish cross-boundary municipalities; to provide for the re-determina-
Cross-Boundary
tion of the boundaries of such municipalities under certain circumstances; and to provide
Municipal Act, for matters connected therewith.
(Act No. 29 of 2000)
5. Alignment of strategy to National Priorities

The Department contributes to the achievement of national priorities as outlined in the five-year strategy of government, the
2014-2019 Medium Term Strategic Framework (MTSF). The Department has been tasked to lead in the implementation of
Outcome 9 of the MTSF: responsive, accountable, effective and efficient developmental local government system.
The Department seeks to achieve the objectives of Outcome 9 of the MTSF through the following sub-outcomes:
1. Sub-outcome 1: Members of society have sustainable and reliable access to basic services;
2. Sub-outcome 2: Strengthened Intergovernmental arrangements for a functional System of Cooperative

Governance for Local Government;
3. Sub-outcome 3: Democratic, well-governed and effective municipal institutions capable of carrying out their
developmental mandate as per the Constitution;
4. Sub-outcome 4: Sound Financial Management; and
5. Sub-outcome 5: Local public employment programmes expanded through the Community Work Programme.
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The Back to Basics (B2B) approach that has been adopted by the Department is aligned to the MTSF priorities as outlined
in outcome 9.
In addition to leading the implementation of the Outcome 9 of the MTSF, the Department also contributes to other MTSF
outcomes, such as Outcome 14 (Nation Building and Social Cohesion) through the following sub-outcomes:
• Sub-outcome 2: Equal opportunities, inclusion and redress;
• Sub-outcome 3: Promoting social cohesion across society through increased interaction across race and class; and
• Sub-outcome 4: Promoting active citizenry and leadership.
6. Situational Analysis
6.1. Performance Environment

Municipalities are at the coalface of the experience of citizens of challenging socio-economic circumstances. The economic
decline and fiscal constraints, as well as stagnant employment figures have an impact on the municipal environment. There
is a decline in household income and an increase in debt owed to municipalities. Increasing surcharges for basic services
puts pressure on households. Factors that further complicates municipal service delivery are the increasing demand for
maintenance; the drought and shortage of water; energy pressures, and bulk water provision demands.
Despite the efforts and initiatives implemented by Government, a number of service delivery and governance problems
remain. These priority areas include:
1. Service delivery and backlog challenges, e.g. housing, water and sanitation;
2. Challenges of aging infrastructure, poor maintenance, cost for refurbishment and replacement of infrastructure;
3. Poor communication and accountability relationships with communities;
4. Problems with the political administrative interface;
5. Corruption and fraud;
6. Poor financial management, e.g. negative audit opinions;
7. Number of (violent) protests and weak civil society formations;
8. Intra- and inter-political party issues negatively affecting governance and delivery; and
9. Insufficient municipal capacity due to lack of scarce skills.
The Department will continue with the implementing initiatives that we have put in place to address challenges related
to municipal governance. The initiatives range from encouraging municipalities to go Back to Basics and drive practical
programmes of action, as well as making local government a central platform for implementation of national developmental
programmes.
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2016 Local Government elections
Preparations are underway by all stakeholders for the fourth democratic local government elections, which must be held within
90 days from 18 May 2016. The number of councillors for each municipal council has been determined by Members of Executive
Council (MECs) based on formulae that were published in the Government Gazette on 9 September 2014.
The Municipal Demarcation Board (MDB) completed the delimitation of wards, and handed the final ward boundaries to the
Independent Electoral Commission (IEC). The IEC has commenced with their preparations across the country for the holding of
elections and officially launched the elections on 14 January 2016.
7. The Back to Basics Programme

The Back to Basics is built on 5 pillars:
1. Put people and their concerns first and ensure constant contact with communities through effective public partici-
pation platforms;
2. Create conditions for decent living by consistently delivering municipal services to the right quality and standard.
This includes planning for and delivery of infrastructure and amenities, maintenance and upkeep, including the requisite
budgeting to do this, and ensuring that there are no failures in services, and where there are, restore services with
urgency;
3. Be well governed and demonstrate good governance and administration, this includes cutting wastage, spending
public funds prudently, hiring competent staff, and ensuring transparency and accountability;
4. Ensure sound financial management and accounting, and prudently manage resources so as to sustainably deliver
services and bring development to communities; and
5. Build and maintain sound institutional and administrative capabilities, administered and managed by dedicated
and skilled personnel at all levels.
Achievements in the initial phases
B2B is now well known and accepted. It has obtained traction within and outside of government, and has touched all 278
municipalities. During the initial phases of the B2B approach, a number of interventions were undertaken e.g. in Mogalakwena.
The municipal monthly reporting system which was launched in October 2014 is progressively taking shape. Currently the
majority of municipalities are consistently reporting against B2B indicators on a monthly basis.
B2B is a standing agenda item in the Presidential Coordinating Council (PCC) and MinMec where Premiers and MECs report
regularly on the progress of the B2B approach in their respective provinces. As tasked by the President, the Inter-Ministerial
Task Team on Basic Services was established and it is functioning well. Local government champions in the persons of the
respective MECs and Heads of Department (HODs) are presiding over the provincial B2B implementation process.
In acknowledgement of the diverse circumstances in each province, and the unique support needs of individual municipalities,
varied provincial support approaches are emerging. Due to the directive inherent in the B2B approach that the people must
be put first, ward-based planning and spatial mapping are being initiated in a number of municipalities.
The B2B financial monitoring tool that is being implemented provides for dedicated support to municipalities receiving
disclaimers, as well as to those who owe Eskom millions of Rands. Additionally, according to the municipal B2B reporting
between October 2014 and February 2015, 122 municipal employees were dismissed for fraud and corruption.
A Metro Mayors Forum and a District Water Services Authorities (WSA) Forum were established to specifically deal with
the unique circumstances that are experienced by metros and district municipalities which are Water services authorities.
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Key Lessons learnt from the initial phases of B2B
Political instability and weaknesses in governance are two of the primary causes of poor service delivery at municipal level. In certain
instances, the highest level of political intervention is required to resolve problems. Municipalities with weaknesses in governance
and corporate management functions, such as, financial management, Human Resources Management (HRM) and Supply Chain
Management (SCM) also tend to experience difficulties in service delivery. The processes and systems for citizen engagement are
generally weak in municipalities’ categorised as dysfunctional and at-risk.
There is therefore a need for the Department to put in place a range of support packages for less capacitated municipalities. These
support packages should have conditions attached to them which municipalities must meet, such as, the obtainment of minimum
internal capacity building requirements over time.
The implementation of B2B thus far has highlighted the imperative of improving service delivery and also requires the simultaneous
implementation of actions. Therefore, the Department must build better partnerships sector departments which have a key role to
play in improving municipal performance.
The next phase of B2B
From the work done to date, we have a good idea of what the key problems at local level are. While B2B has had significant
successes there are still remaining challenges. In the next phase of B2B, we will be more precise and practical regarding the actions
which will be effective in changing the way municipalities are working, so that measurable improvements in citizens’ experience of
local government can be achieved.
The next phase in the B2B approach ought to be structured around the following elements:
1. Work smarter and innovatively to increase impact. This includes:
• Focus on 20% of actions that will deliver 80% of impact;
• Make better use of available legal and other levers; and
• Engage in more interventionist monitoring and accountability, e.g.
-- Set minimum service standards for key indicators (use legislative and policy levers)
-- Act on monitoring data: e.g. rapid response, calling mayors and Munisipal Managers via conference calls, support, legal
interventions
2. Establish programmes to address generic systemic problems – e.g. weaknesses in human resource management, supply chain
management, infrastructure procurement and financial management;
3. Mobilise multi-departmental teams to tackle dysfunctional municipalities (mobilise national and provincial resources);
4. Strengthen community participation and local government accountability to citizens through innovative platforms (e.g. social
media, community radio); and
5. Strengthen communication about local government, use examples of best practice to promote change, and create a more
positive narrative which recognises the problems but commits everyone to working together to address them.
Orientation for the Next Phase and Practical Approach
Through the Back to Basics action plans, the Department will undertake interventions focused on the dysfunctional municipalities.
These initiatives will focus on dealing with improving operations in areas such as managing the administrative and political interface
within municipalities, assisting municipalities to have proper systems on revenue management and credit control, performance
information management, improving the processes for the appointment of critical posts such as Chief Financial Officers and devising
measures and strategies to address corruption within municipalities. The initiatives will be undertaken in support of Pillar 3 of
the Back to Basics Programme (sound financial management) and in an effort to improve audit outcomes of the dysfunctional
municipalities. Below follows an outline of the various processes in the next phase of the B2B implementation. It is imperative to
fundamentally comprehend that these processes are to be run simultaneously:
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• Continue and accelerate the hands-on approach
• Prioritise and focus on campaign, programme and projects that have high visibility, broader mobilisation, impactful on delivery
and messaging of core B2B objectives in the pre- and post-election period
• Use the available levers to incentivise and enforce good behaviour and practice
• Strengthen communication and feedback on good stories and good progress on B2B implementation
7.1. Ten point plan for the next phase

Local Government is the sphere of government where concrete expression is given to our constitutional democracy, where
social justice and the protection of human rights are protected.
The Back to Basics action plan is thus a direct response to the identified problems at local government level. We acknowledge
that despite our delivery achievements, our governance system is a cause for concern. It is clear that much needs to be done
to support, educate and where needed, enforce implementation.The transformation of the local government sector remains
a priority for the current administration. Our National Development Plan makes it clear that meeting our transformation
agenda requires functional municipalities and capable machinery at a local level that can create safe, healthy and economically
sustainable areas where citizens and people can work, live and socialise.
During the 2016/17 financial year, CoGTA’s B2B priorities will be guided by the following 10 Point Plan:
1. Positive community experiences;
2. Prioritise municipalities receiving disclaimers over five years;
3. Support revenue enhancement programmes;
4. Appointment of senior managers with appropriate and requisite skills in municipalities;
5. Quality service and maintenance of infrastructure;
6. Implementation of forensic reports;
7. Metropolitan B2B programme;
8. Strengthening roles of district municipalities;
9. Spatial regional integration zones/spatial contracts; and
10. Strengthen capacity and role of provincial CoGTA departments.
Furthermore, in the Department’s endeavours to strengthen the implementation of the B2B approach, it is reminded of the
Constitutional which is the ultimate guide for all actions. Over and above Chapter 7 of the Constitution, there is Chapter 2
in the Constitution, the Bill of Rights which seeks to ensure that these rights are do not remain theoretical constructs but
are realised in the lives of the people.
As Government, we recognise the achievements accomplished in the last 21 years but acknowledge that there are remaining
challenges that must be confronted and pertinent challenges that we must address in municipalities.
Organisational Environment
The organisational structure which was recently approved, has implications for the current configuration of the new programmes
and the need for immediate implementation of the second phase of the Back to Basics Programme. Internally, the Department has
the following organisational structure in response to the Back to Basics Programme:
PROGRAMME 1: ADMINISTRATION
Purpose: Provide strategic leadership, management and support services to the Department.The programme includes the Office of
the Director-General (DG), Financial and Corporate Management Services.
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PROGRAMME 2: REGIONAL AND URBAN DEVELOPMENT AND LEGISLATIVE SUPPORT
Purpose: Provide policy analysis and development in order to transform local government and improve cooperative governance.
PROGRAMME 3: INSTITUTIONAL DEVELOPMENT
Purpose: Build institutional resilience in the local government system by supporting system development, governance, capacity
building and revenue management and provide for the functions of the Department of Traditional Affairs.
PROGRAMME 4: NATIONAL DISASTER MANAGEMENT CENTRE
Purpose: Promote an integrated and coordinated system of disaster prevention, mitigation and risk management.
PROGRAMME 5: LOCAL GOVERNMENT SUPPORT AND INTERVENTIONS MANAGEMENT
Purpose: Conduct hands-on performance monitoring, support and interventions in municipalities and provincial departments of
cooperative governance that will drive Back to Basics activities.
PROGRAMME 6: COMMUNITY WORK PROGRAMME
Purpose: Create income security and work experience for participants, targeting areas of high that promote social and economic
inclusion by targeting areas of high unemployment.
Strategic outcome-orientated gaols of the Department
The organisational structure outlined above has been realigned to support the strategic outcome-orientated goals of the Department,
in implementing the Back to Basics Programme. To support the Back to Basics Programme, the Department has identified in its
2014-2019 Strategic Plan, nine strategic outcome-orientated goals which are outlined in Table 2 below:
Table 2: Strategic outcome orientated goals of the Department

Goal Strategic objective MTSF 2014-19 B2B Pillars
1. Create a functional local 1. Build accountability for perfor- Sub-outcome 3: Sound Pillar 5: Building capa-
government system mance in the local government financial and administra- bilities
based on accountability system through setting and tive management
for performance enforcing clear performance
standards by March 2019
2. Deepening the relationship be- Sub-outcome 3: Well Pillar 1: Putting people
tween citizens and local govern- governed and effective first
ment through improved citizen municipal institutions ca-
engagement mechanisms by pable of carrying out their
March 2019 developmental mandate
as per the Constitution
3. Support and strengthen the ca- Sub-outcome 1: Mem- Pillar 2: Delivering basic
pacity of municipalities to deliver bers of society have services
sustainable free basic services sustainable and reliable
to indigent household by March access to basic services
2019
2. Ensure significant 4. Implement initiatives to improve Sub-outcome 4: Sound Pillar 4: Sound financial
improvements in financial sustainability and revenue financial management management
service delivery through management in local government
sound infrastructure by March 2019
management
5. Coordinate and facilitate sector Sub-outcome 1: Pillar 2: Delivering basic
collaboration for infrastructure Members of society have services
development at municipal level sustainable and reliable
to extend services to unserved access to basic services
communities by March 2019
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Goal Strategic objective MTSF 2014-19 B2B Pillars
3. Build institutional 6. Strengthen the functionality of Sub-outcome 3: Well Pillar 5: Building capa-
resilience and initiate municipalities through the devel- governed and effective bilities
the next phase of opment and implementation of municipal institutions ca-
institution building administrative and institutional pable of carrying out their
systems in order to build a capa- developmental mandate
ble state by March 2019 as per the Constitution
4. Lead and support the 7. Facilitate the restructuring of mu- Sub-outcome 4: Cross cutting: Supports
creation of prosperous nicipal space economy through Promotion of social and B2B implementation
cities and towns by integrated development planning economic development
restructuring the space and spatial targeting
economy
8. Create a conducive environment Sub-outcome 4: Cross cutting: Supports
for business to thrive and stim- Promotion of social and B2B implementation
ulate local economies by March economic development
2019
5. Entrench a culture of 9. Promote good governance Sub-outcome 3: Well Pillar 3: Good
good governance and through strengthening of anti-cor- governed and effective governance
instil a new morality of ruption measures by March 2019 municipal institutions ca-
service and integrity in pable of carrying out their
local government
developmental mandate
as per the Constitution
6. Local public employment 10. Provide and maintain 1 million Sub-outcome 5: Local
programmes expanded work opportunities through public employment
through the Community building capacity of participants programmes expanded
Work Programme and establishing strategic partner- through the Community
ships by March 2019 Work Programme
7. Strengthen, coordinate 11. Improve the system of disaster Not applicable Pillar 2: Delivering basic
and support effective management and fire services services
integrated disaster across government by March
management and fire 2019
services
Description of the strategic planning process

The Department adopted the new organisational structure which is informed by the Back to Basics Programme. This necessitated
the revision of the Five-Year Strategic Plan of the Department to ensure that there is a close relation between the five pillars of
the B2B Programme to the departmental strategy for the remainder of the Medium Term Expenditure Framework (MTEF) period.
Management ensured that there were clear linkages between the intended output and the strategic objectives to manage this
change. The vision of the Department was aligned to the aim of the B2B Programme, which is to improve the functioning of
municipalities to better serve communities by getting the basics right. The mission of the Department which are statements of
how the vision will be realised, was aligned to the five pillars of the B2B Programme. Having conducted diagnostic assessments and
facilitated the development of municipal action plans, the Department saw it fit to immediately rollout the second phase of the B2B.
There is a close correlation between the Medium Term Strategic Framework intent and the vision of the Department as expressed
in the B2B Programme and the departmental Strategic Plan. The Strategic Plan shows clear linkages with the government long-term
plans (National Development Plan) and the B2B initiative.
This approach was the basis for the development of the Annual Performance Plan which outlines the intended outputs for the
MTEF period and strategic objectives as tactics after the achievement of the output. Performance indicators are outlined to measure
targets for the MTEF.
As part of the 2015-2019 Strategic Plan review process of the Department, management has taken a decision to collapse some
of the strategic outcome orientated goals of the Department and programme strategic objectives. This was done in an effort to
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provide a more strategic focus of the functions of the Department in a coordinated manner. Programme 1 (Administration) was
also collapsed from the Annual Performance Plan as it provides administrative support to the Department. This change was done in
consultation and agreement with the National Treasury. The changes have been noted in Table 2 above and also in an annexure to
the Annual Performance Plan indicating changes to the Strategic Plan.
Table 3: Overview of the Budget and MTEF Estimates

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Audited Audited Audited Adjusted Revised Revised Revised Revised
outcome outcome outcome Appropriation Estimate Baseline Baseline Baseline
Rand thousand
Programmes
Administration 204 802 237 748 236 429 228 576 228 576 266 464 258 295 270 273
Regional and Urban Development and Legislative Support 29 362 30 048 30 037 76 202 76 202 332 176 146 249 88 923
Institutional Development 51 539 906 53 842 956 57 049 690 67 409 211 64 618 541 68 122 162 73 707 113 79 318 051
National Disaster Management Centre 114 326 423 859 385 905 606 805 506 805 598 887 521 813 547 165
Local Government Support and Intervention Management 256 047 145 254 125 758 118 744 118 744 483 174 170 307 168 804
Community Work Programme 1 289 922 1 721 707 1 649 965 2 375 939 2 375 939 3 191 185 3 753 433 3 865 246
Total for Programmes 53 434 365 56 401 572 59 477 784 70 815 477 67 924 807 72 994 048 78 557 210 84 258 462
Economic classification
Current payments 1 635 441 2 113 916 2 066 563 2 811 470 2 811 470 3 801 676 4 394 657 4 524 275
Compensation of employees 216 607 226 816 234 442 271 777 271 777 320 521 342 691 343 322
Goods and services 1 418 834 1 887 100 1 832 121 2 539 693 2 539 693 3 481 155 4 051 966 4 180 953
Transfers and subsidies 51 782 325 54 272 478 57 393 046 67 997 386 65 106 716 69 185 025 74 154 991 79 726 363
Payments for capital assets 15 685 14 760 17 912 6 521 6 521 7 347 7 562 7 824
Payments for financial assets 914 418 263 100 100 - - -
Total economic classification 53 434 365 56 401 572 59 477 784 70 815 477 67 924 807 72 994 048 78 557 210 84 258 462
15
16
PART B
PROGRAMME PERFORMANCE PLANS
17
PART B: PROGRAMME PERFORMANCE PLANS
PROGRAMME 2: REGIONAL AND URBAN DEVELOPMENT AND LEGISLATIVE SUPPORT
Strategic overview
Purpose: Provide policy analysis and development in order to transform local government and improve corporative governance.
The Programme has the following strategic objectives which are linked to the Back to Basics Programme:
Strategic Objectives
Facilitate the restructuring of municipal space economy through integrated development planning and spatial
targeting by March 2019
Create a conducive environment for business to thrive and stimulate local economies by March 2019
To achieve its strategic objectives, in support of the Departmental strategic outcome-orientated goals, the Programme is structured
into the following five sub-programmes:
Management Regional, Urban Development and Legislative Support provides strategic leadership to the Programme to
ensure compliance and the achievement of departmental targets in line with the Back to Basics approach.
Local Government Legislative Support and Institutional Establishment drafts and amends primary and secondary legislation
administered by the Department, as well as provides legal opinions to the Department’s stakeholders on the interpretation of
legislation and matters impacting on the mandate of the Department. The sub-programme also provides technical support and
advice on the determination and redetermination of municipal boundaries, provincial boundary issues and local government election.
Urban Development Planning facilitates and monitors the implementation of urban development policy and local economic
development plans. The sub-programme also supports municipalities to implement various tools to facilitate integrated planning
and spatial contracts in key restructuring and priority regions; and further facilitates partnerships between the private sector and
municipalities to promote social economic activities in the districts and lagging regions.
Spatial Planning Districts and Regions facilitates the implementation of planning frameworks to promote integrated development
across government and also build Geographic Information System (GIS) capacity in district and local municipalities to enhance
evidence-based decision making. The sub-programme will also facilitate sustainable economic activities in the districts and lagging
regions.
Intergovernmental Policy and Practice reviews, clarifies and strengthens the policy and institutional environment for the
assignment of powers and functions, as well as management of their powers and functions. The sub-programme is also responsible
for strengthening collaborative intergovernmental management and practice between sectors, provinces and local government.
Municipal Demarcation Transition Grant makes tranfers to assist municiplities in building in-house capacity to perform functions,
and to stabilise institutional and government systems.
18
Table 4: Programme Performance Plans for 2016/17 financial year
Estimated
Performance Audited/Actual Performance Medium-Term Targets
Output Performance
Indicator
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Strategic objective: Facilitate the restructuring of municipal space economy through integrated development planning and spatial targeting by March 2019
Spatial Contracts 1. Number of spa- - - - Concept node 6 spatial contracts 8 spatial contracts Spatial contracts
tial contracts fa- identifying prior- facilitated for key re- facilitated for key re-
cilitated for key ity restructuring structuring zones in structuring zones in
restructuring zones districts and metros districts and metros
zones in districts by 31 March 2017 by 31 March 2018
and metros
Strategic Objective: Create a conducive environment for business to thrive and stimulate local economies by March 2019
2. Number of 15 municipalities 24 municipalities 30 municipalities 35 municipali-
municipalities supported to supported to devel- supported to devel- ties supported
supported to develop and im- op and implement op and implement to develop
develop and plement economic economic develop- economic develop- and implement
implement development pro- ment programmes ment programmes economic
economic grammes focussing focussing on focussing on development
development on economic economic planning, economic planning, programmes
programmes planning, red tape red tape reduc- red tape reduc- focussing on
focussing on reduction initia- tion initiatives and tion initiatives and economic
economic tives and partner- partnerships by 31 partnerships by 31 planning, red
planning, red ships March 2017 March 2018 tape reduction
tape reduction initiatives and
initiatives and partnerships by
partnerships 31 March 2019
19
Table 5: Quarterly targets for 2016/17
Performance Reporting Quarterly Targets
Annual Target
Indicator Frequency Quarter 1 Quarter 2 Quarter 3 Quarter 4
1. Number of Quarterly 6 spatial contracts Implementa- Negotiation Draft Spatial 6 spatial
spatial contracts facilitated for tion plans for with key Contracts by contracts key
facilitated for key restructuring the prioritized stakeholders 31 December restructur-
key restructuring zones in districts integration conducted by 2016 ing zones in
zones in districts and metros by 31 zones devel- 30 September districts and
and metros March 2017 oped by 30 2016 metros signed
June 2016 by 31 March
2017
2. Number of Quarterly 24 municipalities Municipal 8 municipalities 8 municipalities 8 municipalities
municipalities supported to Action Plan for supported to supported to supported to
supported to develop and im- the identified develop and develop and develop and
develop and implement econom- programme implement implement implement
plement economic development completed by economic economic economic
ic development programmes 30 June 2016 development development development
programmes focussing on eco- programmes programmes programmes
focussing on economic planning, focussing on focussing on focussing on
nomic planning, red tape reduc- economic economic economic
red tape reduction initiatives and planning, red planning, red planning, red
tion initiatives and partnerships by tape reduction tape reduction tape reduction
partnerships 31 March 2017 initiatives and initiatives and initiatives and
partnerships partnerships partnerships
by 30 Septem- by 31 Decem- by 31 March
ber 2016 ber 2016 2017
20
Reconciling Performance Targets with the Budget and MTEF
Table 6: Regional and Urban Development and Legislative Support
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Audited Audited Adjusted Audited
Adjusted Revised Revised Revised Revised
Outcome Outcome Appropriation Outcome
Appropriation Estimate Baseline Baseline Baseline
Rand thousand
Sub-programmes
Management Regional and Urban Development &
Legislative Support 3 164 3 038 3 345 3 345 6 122 6 122 3 096 3 247 3 414
Local Government Legislative Support and
Institutional Establishment 5 760 5 837 6 753 6 753 5 630 5 630 3 409 3 546 6 440
Urban Development Planning 8 138 6 579 7 013 7 013 8 823 8 823 7 330 6 034 6 114
Spatial Planning Districts and Regions 9 445 8 017 6 527 6 527 8 846 8 846 11 943 12 544 9 369
Intergovernmental Policy and Practice 2 855 6 577 6 399 6 399 7 781 7 781 8 976 9 022 10 686
Municipal Demarcation Transition Grant - - - - 39 000 39 000 297 422 111 856 52 900
29 362 30 048 30 037 30 037 76 202 76 202 332 176 146 249 88 923
Current payments 29 219 29 994 29 952 29 952 37 202 37 202 34 754 34 393 36 023
Compensation of employees 22 188 17 944 19 975 19 975 22 958 22 958 18 225 19 355 20 555
Goods and services 7 031 12 050 9 977 9 977 14 244 14 244 16 529 15 038 15 468
Transfers and subsidies - - - - 39 000 39 000 297 422 111 856 52 900
Payments for capital assets 143 54 85 85 - - - - -
Payments for financial assets - - - - - - - - -

Total 29 362 30 048 30 037 30 037 76 202 76 202 332 176 146 249 88 923
21
PROGRAMME 3: INSTITUTIONAL DEVELOPMENT
Strategic overview
The programme has the following strategic objectives linked to the Back to Basics programme:
Strategic Objectives
Deepening the relationship between citizens and local government through improved citizen engagement mechanisms by March
2019
Implement initiatives to improve financial sustainability and revenue management in local government by March 2019
Strengthen the functionality of municipalities through the development and implementation of administrative institutional sys-
tems by March 2019
Support and strengthen the capacity of municipalities to deliver sustainable free basic services to indigent household by March
2019
Strengthen anti-corruption measures and enforce applicable legislation and policies by March 2019
Promote good governance through strengthening of anti-corruption measures by March 2019
The Programme is structured into the following sub-programmes:
Management: Institutional Development provides strategic leadership to the programme to ensure compliance and the
achievement of departmental targets in line with the back to basic programme.
Human Resource Management Systems builds sound municipal institutional capabilities through development, implementation
and enforcement of an efficient and effective human resource management framework as per the Municipal Systems Act.
Municipal Finances provides support and technical capacity to municipalities on municipal finance policies such s audit plans,
financial management, revenue enhancement strategies, tariff setting and modelling, free basic services and procurement policies.
Citizen Engagement promotes local government accountability and engagement with communities implementing the citizen
engagement framework.
Anti-Corruption and Good Governance conducts anti-corruption campaigns that will improve ethical conduct at local level.The
sub-programme also strengthens and implements preventative measures for corruption and creates conducive environment for the
expeditious resolution of corruption cases.
Municipal Property Rates Implementation guides municipalities to comply with critical rating aspects of the Municipal Property
Rates Acts (2004) and its regulations.
Local Government Equitable Share is the share of nationally raised revenue, which is payable to the local government sphere
in terms of section 214 of the Constitution. This transfer supplements municipal revenue for the provision of free basic services to
poor households, and for the funding of institutional capacity and support to weaker municipalities.
Municipal Infrastructure Grant makes specific transfers to supplement municipal capital budgets to eradicate backlogs in municipal
infrastructure delivery.
Municipal Systems Improvement Grant assists municipalities in building in house capacity to perform functions
Department of Traditional Affairs makes transfers to the Department of Traditional Affairs to support traditional leadership.
Municipal Infrastructure Support Agency makes transfer to assist municipalities in building in house capacities to performa
functions, and to stabilise institutional and governmental systems.
22
Table 7: Programme performance plans for 2016/17 financial year
Audited/Actual Performance Estimated Perfor- Medium–Term Targets

Output Performance Indicator
2012/13 2013/14 2014/15 mance 2015/16 2016/17 2017/18 2018/19
Strategic Objective: Implement initiatives to improve financial sustainability, revenue management and audit outcomes in local government by March 2019
Revenue plan 3. A revenue plan de- 20 municipalities 30 municipalities Initiatives devel- A revenue plan A revenue plan A revenue plan
for municipal- veloped and imple- oped and im- developed and developed and developed and
ities mented in selected plemented in 60 implemented in implemented in implemented in
municipalities municipalities in 30 municipali- in 30 municipali- in 30 municipali-
ties by 31 March ties by 31 March ties by 31 March
2017 2018 2019
MPRA compli- 4. Number of munici- 24 municipalities 30 municipalities 40 municipalities 152 municipalities 193 municipalities 213 municipalities 213 municipalities
ance palities assessed and assessed assessed assessed. assessed pertain- assessed pertain- assessed pertain-
guided to comply ing to compliance ing to compliance ing to compliance
with the rating as- with the rating with the rating with the rating
pects of the MPRA aspects of the aspects of the aspects of the
MPRA and guid- MPRA and guid- MPRA and guid-
ance provided to ance provided to ance provided to
non-complying non-complying non-complying
municipalities by municipalities by municipalities by
31 March 2017 31 March 2018 31 March 2019
Strategic objective: Support and strengthen the capacity of municipalities to deliver sustainable free basic services to indigent household by March 2019
Provision of free 5. Number of munici- 61 municipalities 40 municipalities 35 municipalities 20 municipalities 85% municipali- 100% municipali-
basic service to palities supported to supported with supported supported to up- supported to ties supported to ties supported to
indigent house- update their indigent mechanism to date their indigent update their indi- update their indi- update their indi-

holds registers provide free registers gent registers by gent registers by gent registers by
basic services in 31 March 2017 31 March 2018 31 March 2019
2013/14
23
24
2012/13 2013/14 2014/15 mance 2015/16 2016/17 2017/18 2018/19
Strategic objective: Strengthen the functionality of municipalities through the development and implementation of administrative systems and procedures by March
2019
6. Improve human re- - - - Draft Municipal Municipal Staff Monitor and sup- Monitor and sup-
source management Staff Regulations Regulations port the imple- port the imple-
in municipalities by gazetted in the mentation of the mentation of the
development of Notice by 31 regulations by 31 regulations by 31
regulations setting March 2017 March 2018 March 2019
minimum competen-
cy requirements for
lower level staff
Compliance 7. Monitor appoint- - - - - Report on Report on Report on
with Minimum ments of senior number of number of number of
Competency managers and take appointments of appointments of appointments of
Requirements corrective actions senior managers senior managers senior managers
for senior man- to enforce compli- concluded and concluded and concluded and
agers ance with minimum corrective actions corrective actions corrective actions
competency require- taken to enforce taken to enforce taken to enforce
ments date compliance by 31 compliance by 31 compliance by 31
March 2017 March 2018 March 2019
Strategic objective: Promote good governance through strengthening of anti-corruption measures by March 2019
Reduced cor- 8. Anti-corruption - - - Monitor recom- Engagements Engagements Engagements

ruption within measures imple- mendations of with targeted with targeted with targeted
municipalities mented in identified Forensic Investiga- municipalities municipalities municipalities
municipalities as per tions in identified and law enforce- and law enforce- and law enforce-
forensic reports municipalities ment agencies to ment agencies to ment agencies to
recommendation ensure implemen- ensure implemen- ensure implemen-
tation of recom- tation of recom- tation of recom-
mendations by 31 mendations by 31 mendations by 31
March 2017 March 2018 March 2019
2012/13 2013/14 2014/15 mance 2015/16 2016/17 2017/18 2018/19
Strategic objective: Deepening the relationship between citizens and local government through improved citizen engagement mechanisms by March 2019
Improved active 9. Number of munic- - - - - 40 dysfunctional 46 municipalities All municipalities
citizenry ipalities supported municipalities sup- supported to supported to
to create effective ported to create create effective create effective
community engage- effective commu- community community
ment mechanisms nity engagement engagement engagement
mechanisms by mechanisms by mechanisms by
31 March 2017 31 March 2018 31 March 2019
Effective ward 10. Number of munici- - - - Public participa- All category A No target No target
committees palities supported to tion compliance (8) and B (205)
establish functional framework piloted municipalities
ward committees in 20 dysfunctional supported to
municipalities establish ward
committees by 31
March 2017
Responsive mu- 11. Number of munic- - - 402 wards in 20 wards support- 40 dysfunctional 46 dysfunctional Conduct a
nicipal commu- ipalities supported Mpumalanga ed to develop ward municipalities municipalities National Citizens
nity complaints to institutionalise supported to level databases of supported to in- supported to in- Satisfaction Sur-
management community com- develop ward community con- stitutionalise com- stitutionalise com- vey by 31 March
systems plaints management level databases cerns and remedial munity complaints munity complaints 2019
processes of community actions management management
concerns and processes by 31 processes by 31
remedial actions March 2017 March 2018
25
26
Annual target
3. A revenue plan Quarterly A revenue plan devel- A generic replicable Produce a municipal A revenue plan imple- A revenue plan imple-
developed and oped and implement- revenue plan developed specific plan and an mented in each of the mented in each of the
implemented in selected ed in 30 municipalities for 30 municipalities pro- implementation project 30 selected municipalities 30 selected municipalities
municipalities by 31 March 2017 duced by 30 June 2016 plan for each of the 30 according to the project according to the project
selected municipalities by plan by 31 December plan by 31 March 2017
30 September 2016 2016
4. Number of munici- Quarterly 20 municipalities Collect information on Undertake assessment of Undertake assessment of Communicate findings
palities assessed and supported to update indigent identification indigent registers in the indigent registers in the and recommendations to
guided to comply with their indigent registers criteria and mechanisms 20 municipalities by 30 20 municipalities by 31 targeted municipalities on
the rating aspects of the by 31 March 2017 used to identify indigent September 2016 December 2016 corrective measures to
MPRA households in respect of update their indigent reg-
35 municipalities by 30 isters by 31 March 2017
June 2016
5. Number of munici- Quarterly 20 municipalities Collect information on Undertake assessment of Undertake assessment of Communicate findings
palities supported to supported to update indigent identification indigent registers in the indigent registers in the and recommendations to
update indigent registers their indigent registers criteria and mechanisms 10 municipalities by 30 10 municipalities by 31 targeted municipalities on
by 31 March 2017 used to identify indigent September 2016 December 2016 corrective measures to
households in respect of update their indigent reg-
35 municipalities by 30 isters by 31 March 2017
June 2016
6. Improve human re- Quarterly Municipal Staff Regu- Draft regulations ap- Draft regulations pub- Comments logged and Municipal Staff Regu-
source management lations incorporating proved by CoGTA lished for public comment incorporated into the lations incorporating
in municipalities by minimum competency MINEXCO Policy Forum by 30 September 2016 regulations 31 December minimum competency re-
development and imple- requirements for by 30 June 2016 2016 quirements for lower level
mentation of regulations, lower level staff by 31 staff by 31 March 2017
setting minimum com- March 2017
petency requirements
for lower level staff
Annual target
7. Monitor appointments Quarterly 4 reports on num- 1 report on number of 1 report on number of 1 report on number of 1 report on number of
of senior managers and ber of appointments appointments of senior appointments of senior appointments of senior appointments of senior
take corrective actions of senior managers managers concluded and managers concluded and managers concluded and managers concluded and
to enforce compliance concluded and correc- corrective actions taken corrective actions taken corrective actions taken corrective actions taken
with minimum compe- tive actions taken to to enforce compliance by to enforce compliance by to enforce compliance by to enforce compliance by
tency requirements enforce compliance by 30 June 2016 30 September 2016 31 December 2016 31 March 2017
31 March 2017
8. Anti-corruption mea- Quarterly Monitor recommen- Engagements with target- Engagements with target- Engagements with target- Report on the imple-
sures implemented in dations of Forensic ed municipalities and law ed municipalities and law ed municipalities and law mentation of recommen-
identified municipalities Investigations in iden- enforcement agencies to enforcement agencies to enforcement agencies to dations emanating from
as per forensic reports tified municipalities by ensure implementation of ensure implementation of ensure implementation of forensic reports by 31
recommendation 31 March 2017 recommendations by 30 recommendations by 30 recommendations by 31 March 2017
June 2016 September 2016 December 2016
9. Number of municipali- Quarterly 40 dysfunctional Develop a framework 20 dysfunctional munici- 10 dysfunctional munici- 10 dysfunctional munici-
ties supported to create municipalities support- to inform the creation palities supported to cre- palities supported to cre- palities supported to cre-
effective community en- ed to create effective of effective community ate effective community ate effective community ate effective community
gagement mechanisms community engage- engagement mechanisms engagement mechanisms engagement mechanisms engagement mechanisms
ment mechanisms by by 30 June 2016 by 30 September 2016 by 31 December 2016 by 31 March 2017
31 March 2017
10. Number of munici- Quarterly All Category A (8) Develop a ward commit- Issue standard operating Monitor the elections All Category A (8) and
palities supported to and B (207) munici- tee elections support plan procedure and circular for of ward committees B (207) municipalities
establish functional ward palities supported to and consult with relevant ward committee elections and rollout an induction supported to establish
committees establish ward com- stakeholders (Provinces, by 30 September 2016 programme for newly ward committees by 31
mittees by 31 March Municipalities, IEC, SALGA elected ward committee March 2017
2017 etc.) by 30 June 2016 members by 31 Decem-
ber 2016
11. Number of municipali- Quarterly 40 dysfunctional Consolidate inputs on the 20 dysfunctional munic- 10 dysfunctional munic- 10 dysfunctional munic-
ties supported to insti- municipalities support- draft norms and standards ipalities supported to ipalities supported to ipalities supported to
tutionalise community ed to institutionalise framework for approval institutionalise community institutionalise community institutionalise community
complaints management community complaints by 30 June 2016 complaints management complaints management complaints management
processes management process- processes by 30 Septem- processes by 31 Decem- processes by 31 March
27
es by 31 March 2017 ber 2016 ber 2016 2017
28
Table 9: Institutional Development
PROGRAMME 4: NATIONAL DISASTER MANAGEMENT CENTRE
Strategic overview
Purpose: To promote an integrated and coordinated system of disaster prevention, mitigation and risk management.
The Programme has the following strategic objectives that support the Back to Basics Programme:
Strategic Objective
Improve the system of disaster management and fire services across government by March 2019
The programme has the following sub-programmes:
Management: National Disaster Management Centre provides strategic leadership to the programme.
Legislation and Policy Management develops disaster management policies and legislative frameworks derived from the Disaster
Management Act (2002) and the National Disaster Management Framework (2005); and manages the improvement of legislative
compliance across sectors and spheres of government.
Disaster Risk Reduction, Capacity Building and Intervention develops and implements disaster management operational
systems and coordinates disaster management capacity building and strategic research across all three spheres of government and
provides for the allocation of disaster response, relief and rehabilitation funding when a disaster has occurred.
Integrated Provincial Disaster Management Support, Monitoring and Evaluation Systems develops and implements
integrated support to provinces, and a monitoring and evaluation system for disaster management and fire services.
Fire Services develops fire services policies and legislative frameworks and coordinates programmes related to the support and
administration of fire services.
Information Technology, Intelligence and Information Management Systems guides the development of a comprehensive
information management and communication system and establishes integrated communication links with all disaster management
role players.
Disaster Relief Transfers is a conditional allocation that aims to provide immediate relief after disasters. Transfers are made only
when a disaster has been declared.
Municipal Disaster Recovery Grant is a conditional allocation to repair municipal infrastructure damaged by disasters. This grant
is allocated as a second phase of disaster response to municipalities following a post-disaster cost verification process.
29
Table 10: Programme performance plans for the 2016/17 financial year
30
Audited/Actual Performance Estimated Medium-Term Targets
Output Performance Indicator Performance
2012/13 2012/13 2013/14 2016/17 2017/18 2018/19
2015/16
Strategic objective: Improve the system of disaster management and fire services across government by March 2019
Improved 12. Support the implementation -- -- -- - Support implemen- Support implemen- Support implemen-
and well- of the National Fire Safety and tation of the Na- tation of the Na- tation of the Na-
coordinated Prevention Strategy in identi- tional Fire Safety and tional Fire Safety and tional Fire Safety and
system of fied municipalities in line with Prevention Strategy Prevention Strategy Prevention Strategy
disaster man- Back to Basics programme through capacity through capacity through capacity
agement across the country by target assessments and assessments and assessments and
date support in 27 munic- support in 27 munic- support in 27 munic-
ipalities by 31 March ipalities by 31 March ipalities by 31 March
2017 2018 2019
13. Number of provinces with National disaster National disaster National disaster National disaster
disaster management and fire management and management and fire management and fire management and fire
services advocacy and public fire services ad- services advocacy services advocacy services advocacy
awareness campaigns moni- vocacy and public and public awareness and public awareness and public awareness
tored by target date awareness cam- plan developed and plan developed and plan developed and
paigns facilitated implementation mon- implementation mon- implementation mon-
in 9 provinces itored in 9 provinces itored in 9 provinces itored in 9 provinces
by 31 March 2017 by 31 March 2018 by 31 March 2019
Performance Indicator Reporting Annual Target Quarterly Targets
Frequency Quarter 1 Quarter 2 Quarter 3 Quarter 4
12. Support the imple- Quarterly Support implementation Undertake preparatory Capacity assessment of 9 Capacity assessment of 9 Capacity assessment of 9
mentation of the of the National Fire work with all provinces identified municipalities identified municipalities by identified municipalities
National Fire Safety Safety and Prevention and identified municipali- by 30 September 2016 31 December 2016
Report on the implemen-
and Prevention Strategy through capacity ties by 30 June 2016
tation of the National Fire
Strategy in identified assessments and support
Safety and Prevention
municipalities in line in 27 municipalities by 31
Strategy by 31 March
with Back to Basics March 2017
2017
programme across
the country by target
date
13. Number of prov- Quarterly National disaster National Action Plan Advocacy and public Advocacy and public aware- Advocacy and public
inces with disaster management and fire developed in consultation awareness campaigns ness campaigns monitored awareness campaigns
management and fire services advocacy and with stakeholders monitored in 2 provinces in 3 provinces monitored in 2 provinces
services advocacy public awareness cam-
and public awareness paigns monitored in 9
campaigns monitored provinces by 31 March Advocacy and public Facilitate the commemo- Hold a National IDDR by Report on the implemen-
by target date 2017 awareness campaigns ration of the International 31 December 2016 tation of national disaster
monitored in 2 provinces Day for Disaster Reduc- management and fire
by 30 June 2016 tion (IDDR) in 2 provinc- services advocacy and
es by 30 September 2016 public awareness by 31
March 2017
31
32
Table 12: National Disaster Management Centre
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Audited Audited Audited Adjusted Revised Revised Revised
outcome outcome outcome Appropriation Baseline Baseline Baseline
Rand thousand
Subprogrammes
Management: Head of Disaster 8 188 5 507 17 899 6 010 3 442 3 615 3 801
Disaster Risk Reduction, Capacity Building and Intervention 10 315 10 990 41 596 12 662 33 333 53 950 54 410
Legislation and Policy Management 6 407 7 267 5 005 6 103 5 788 6 056 6 352
Integrated Provincial Disaster Management Support, Monitoring and Evaluation Systems - - - 2 038 4 056 4 273 4 505
Fire Services - - - - 3 112 3 279 3 459
Information Technology, Intelligence and Information management Systems 15 386 17 411 9 820 26 749 27 689 26 927 26 350
Disaster Relief Grant 74 030 264 344 121 483 364 343 381 467 423 713 448 288
Municipal Disaster Recovery Grant - 118 340 190 102 188 900 140 000 - -
114 326 423 859 385 905 606 805 598 887 521 813 547 165
Current payments 37 817 36 116 67 747 51 113 75 073 95 684 96 378
Compensation of employees 19 929 18 498 18 710 21 470 27 348 28 934 24 285
Goods and services 17 888 17 618 49 037 29 643 47 725 66 750 72 093
Transfers and subsidies 74 243 382 684 311 585 553 243 521 467 423 713 448 288
Payments for capital assets 2 266 5 059 6 573 2 449 2 347 2 416 2 499
Payments for financial assets - - - - - - -
Total 114 326 423 859 385 905 606 805 598 887 521 813 547 165
PROGRAMME 5: LOCAL GOVERNMENT SUPPORT AND INTERVENTIONS MANAGEMENT
Strategic overview
Purpose: Conduct performance monitoring, support and interventions in municipalities and provincial departments of cooperative
governance that will drive back to basics activities.
Strategic Objective
Build accountability in the Local Government Performance System through setting and enforcing clear performance standards
by March 2019
Coordinate and implement sustainable infrastructure development and maintenance initiatives in order to improve the quality
of services and extend infrastructure to unserved communities by March 2019
The Programme is comprised of the following sub-programmes:
Municipal Performance Monitoring monitors and reports on local government performance information by institutionalising
monthly performance reporting by municipalities (consolidated into quarterly analysis reports) to the Department, analyses Back
to Basics performance information for each municipality on a monthly basis, and identifies key trends in municipal Back to Basics
performance.
Local Government Improvement Programme monitors, develops diagnostic assessment and supports municipalities with the
development and implementation of remedial action plans.
Litigations and Interventions monitors compliance with intervention policies and regulations, and develops budget to address
infrastructure investments priorities of the poor.
Municipal Demarcation Board makes transfers to the Municipal Demarcation Board to fund operational activities, including
capacity assessments, ward delimitation and boundary redetermination. This subprogramme’s total budget is transferred in full to
the board.
South African Cities Network makes transfers to the South African Cities Network to fund operational activities, including
enabling cooperation between South African cities. This subprogramme’s total budget is transferred in full to the network.
South African Local Government Association makes transfers to the South African Local Government Association to fund
operational activities, including participation in intergovernmental and oversight such as their remuneration and benefits, local
government research, advise and support, and knowledge sharing initiatives. This subprogramme’s total budget is transferred in full
to the association.
United Cities and Local Government of Africa makes transfer to United Cities and Local Government of Africa to fund
operational activities, enhance cooperation and knowledge sharing among local governments in Africa and improve the delivery of
services to communities across the continent. This subprogramme’s total budget is transferred in full to the association.
33
34
Estimated
Performance Indica- Audited/Actual Performance Medium-Term Targets
Output Performance
tor
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Strategic objective: Build accountability in the Local Government Performance System through setting and enforcing clear performance standards by March 2019
State of Local 14. Implementation of - - - Report on Back to Report on Back to Report on Back to
Government Back to Basics pri- Basics priorities by Basics priorities by Basics priorities by
Report orities by reporting reporting on munici- reporting on munici- reporting on munici-
municipalities moni- palities in 9 provinces palities in 9 provinces palities in 9 provinces
tored through Back by 31 March 2017 by 31 March 2018 by 31 March 2019
to Basics priorities
report
Back to Basics 15. Report on Back to Back to Basics Report on Back to Report on Back to Report on Back to
support pack- Basics interventions interventions Basics interventions Basics interventions Basics interventions
ages in identified in identified coordinated in 9 coordinated in 9 coordinated in 9
provinces municipalities provinces produced provinces produced provinces produced
coordinated in by 31 March 2017 by 31 March 2018 by 31 March 2019
9 provinces
Strategic objective: Coordinate and facilitate sector collaboration for infrastructure development at municipal level to extend services to unserved communities by
March 2019
Provision of 16. Number of MIG 216 MIG proj- 1 215 MIG projects 1 500 MIG projects 2 000 MIG projects
basics services projects monitored ects monitored monitored on finan- monitored on finan- monitored on finan-
on financial compli- in the 27 Priori- cial compliance with cial compliance with cial compliance with
ance with DoRA ty districts DoRA by 31 March DoRA by 31 March DoRA by 31 March
2017 2018 2019
Reporting Quarterly Targets
Performance Indicator Annual Target
14. Implementation of Quarterly Report on Back to No target Bi-annual report (aligned State of Local Gov- Bi-annual report (aligned
Back to Basics priori- Basics priorities by to the last two quarters ernment Report for to the first two quarters
ties by reporting mu- reporting municipalities of the 2015/16 municipal the 2015/16 municipal of the municipal financial
nicipalities monitored 9 provinces by 31 March financial year i.e. Janu- financial year that ended year i.e. July–Dec 2016)
through Back to Basics 2017 ary–June 2016) on Back June 2016, produced by on Back to Basics priori-
priorities report to Basics priorities by 31 December 2016 ties by reporting on mu-
reporting on municipali- nicipalities in 9 provinces
ties in 9 provinces by 30 by 31 March 2017
September 2016
15. Report on Back to Annual Report on Back to Report on Back to Basics Report on Back to Basics Report on Back to Report on Back to Basics
Basics interventions in Basics interventions co- interventions coordinated interventions coordinated Basics interventions interventions coordinated
identified provinces ordinated in 9 provinces in identified municipalities, in identified municipalities, coordinated in identified in identified municipalities,
produced by 31 March produced by 30 June produced by 30 Septem- municipalities, produced produced by 31 March
2017 2016 ber 2016 by 31 December 2016 2017
16. Number of MIG Annual 1 215 MIG projects 245 MIG projects 305 MIG projects mon- 330 MIG projects 335 MIG projects
projects monitored on monitored on financial monitored on financial itored on financial com- monitored on financial monitored on financial
financial compliance compliance with DoRA compliance with DoRA pliance with DoRA by 30 compliance with DoRA compliance with DoRA
with DoRA by 31 March 2017 by 30 June 2016 September 2016 by 31 December 2016 by 31 March 2017
35
Reconsiling Performance Targets with the Budget and MTEF
36
Table 15: Local Government Support and Interventions
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Rand thousand
Subprogrammes
Management: Local Government Support and Interventions 13 579 8 959 6 924 13 755 13 755 3 148 3 302 3 471
Municipal Performance Monitoring 137 044 14 094 4 486 5 018 5 018 322 078 13 442 11 136
Local Government Improvement Programme 14 939 19 414 11 500 14 561 14 561 29 162 30 688 26 215
Litigations and Interventions 9 195 12 957 11 911 8 501 8 501 13 759 12 352 8 746
Municipal Infrastructure Administration 10 509 7 791 10 523 15 615 15 615 20 688 21 642 25 215
South African Local Government Association 26 726 25 999 26 904 9 215 9 215 29 500 31 300 33 100
Municipal Demarcation Board 40 362 42 152 44 230 45 793 45 793 58 220 50 631 53 568
South African Cities Network 3 693 11 765 6 071 6 286 6 286 6 619 6 950 7 353
United Cities and Local Government of Africa - 2 123 3 209 - - - - -
256 047 145 254 125 758 118 744 118 744 483 174 170 307 168 804
Current payments 54 463 59 308 45 138 57 176 57 176 79 559 81 426 74 783
Goods and services 20 648 30 639 15 120 21 036 21 036 21 211 19 435 18 049
Transfers and subsidies 201 336 85 898 80 531 61 318 61 318 403 615 88 881 94 021
Payments for capital assets 248 48 89 250 250 - - -
Payments for financial assets - - - - - - - -
Total 256 047 145 254 125 758 118 744 118 744 483 174 170 307 168 804
PROGRAMME 6: COMMUNITY WORK PROGRAMME
Purpose: Create income security and work experience for participants and promote social and economic inclusion by targeting
areas of high unemployment.
The Programme has the following strategic objectives linked to the Back to Basics Programmes:
Strategic Objective
Provide and maintain one million work opportunities through effective and efficient programme management, strategic partner-
ships and training by March 2019
The Programme has the following sub-programmes:
Management: Community Work Programme provides strategic management and leadership to the programme.
Programme Coordination develops frameworks and standard operating procedures, facilitates their implementation and
functionality of coordination structures, and monitors the performance of implementing agents.
Partnerships, Norms, Standards and Innovation ensures effective management and coordination of partnerships and special
projects for the Community Work Programme.
37
38
Estimated
Audited/Actual Performance Medium-Term Targets
Performance Indicator Performance
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Strategic objective: Provide and maintain one million work opportunities through effective and efficient programme management, strategic partnerships and training
by March 2019
17. Number of additional work oppor- 186 363 work 216 929 work 202 447 work 213 400 work 21 423 additional 11 459 additional No target
tunities provided by target date(s) opportunities opportunities opportunities opportunities work opportuni- work opportuni-
provided provided provided ties provided by ties provided by
31 March 2017 31 March 2018
18. Number of work opportunities 213 400 work 234 823 work 246 282 work 246 282 work opportu-
maintained by target date(s) opportunities opportunities opportunities nities maintained by 31
maintained maintained by 31 maintained by 31 March 2019
March 2017 March 2018
19. Number of municipalities with 68 municipalities 140 municipali- 140 municipali- 196 municipali- 234 (38 addition- 234 municipali- CWP sites in 234 mu-
CWP sites by target date(s). with CWP sites ties with CWP ties with CWP ties with CWP al) municipalities ties with CWP nicipalities maintained by
sites sites sites with CWP sites sites by 31 31 March 2019
by 31 March March 2018
2017
20. Number of participants trained by 43 634 partici- 23 483 partici- 24 628 partici- 24 628 participants and
target date(s) pants trained pants trained by pants trained by trained by 31 March
31 March 2017 31 March 2018 2019
21. Number of partnerships established 5 partnerships 6 partnerships 6 partnerships 6 partnerships estab-
by target date(s) established established to established to lished to enhance the
enhance the enhance the CWP by 31 March 2019
CWP by 31 CWP by 31
March 2017 March 2018
Reporting Quarterly Targets
Performance Indicator Annual Target
17. Number of additional Quarterly Additional 21 423 Facilitate the provision of 3 895 additional work 17528 additional work No target
work opportunities work opportuni- additional work oppor- opportunities provided opportunities provided
provided ties provided by 31 tunities in the targeted by 30 September 2016 by 31 December 2016
March 2017 municipalities by 30 June
2016
18. Number of work oppor- Quarterly 234 823 work op- Facilitate the provision of 217 295 work opportu- 234 823work opportu- 234 823 work opportu-
tunities maintained portunities main- additional work oppor- nities maintained by 30 nities maintained by 31 nities maintained by 31
tained by 31 March tunities in the targeted September 2016 December 2016 March 2017
2017 municipalities by 30 June
2016
19. Number of municipalities Quarterly 234 (38 additional CWP sites maintained in 215 (19 additional) 234 (19 additional) 234 municipalities with
with CWP sites municipalities with 196 municipalities by 30 municipalities with CWP municipalities with CWP CWP sites by 31 March
CWP sites estab- June 2016 sites by 30 September sites by 31 December 2017
lished by 31 March 2016 2016
2017
20. Number of participants Quarterly 23 483 participants 234 training plans devel- 7 827 participants 7 828 participants 7 828 participants trained
trained trained by 31 March oped and approved by trained by 30 September trained by 31 December by 31 March 2017
2017 30 June 2016 2016 2016
21. Number of partnerships Quarterly 6 partnerships estab- 1 partnership established 1 partnership established 2 partnerships estab- 2 partnerships established
established lished by 31 March by 30 June 2016 by 30 September 2016 lished by 31 December by 31 March 2017
2017 2016
39
Table 18: Community Work Programme
40
2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Rand thousand
Subprogrammes
Management: Community Work Programme 1 289 922 1 721 707 1 649 965 2 375 939 2 375 939 3 140 754 3 700 603 3 809 477
Programme Coordination - - - - - 38 532 40 367 42 613
Partnerships, Norms, Standards and Innovation - - - - - 11 899 12 463 13 156
1 289 922 1 721 707 1 649 965 2 375 939 2 375 939 3 191 185 3 753 433 3 865 246
Current payments 1 289 922 1 721 707 1 649 929 2 375 939 2 375 939 3 191 185 3 753 433 3 865 246
Goods and services 1 272 414 1 697 594 1 627 670 2 339 200 2 339 200 3 127 702 3 683 439 3 793 104
Transfers and subsidies - - - - - - - -
Payments for capital assets - - 36 - - - - -
Payments for financial assets - - - - - - - -
Total 1 289 922 1 721 707 1 649 965 2 375 939 2 375 939 3 191 185 3 753 433 3 865 246
PART C
LINK TO OTHER PLANS
41
PART C- LINK TO OTHER PLANS
22. Links to long-term infrastructure grants and other capital plans

The Department does not manage any long-term infrastructure and capital plans.
23. Conditional grants
23.1. Local Government Equitable Share

The Local Government Equitable Share (LGES) is an unconditional transfer of nationally raised revenue to municipalities that
supplements the income raised by municipalities from own revenue sources, such as property rates and services charged.
The equitable share provides funding for municipalities to deliver basic services to poor households, and subsidises the cost
of administration and other core services for those municipalities that have the least potential to cover these costs from
their own revenues.
23.2. Municipal Infrastructure Grant

The Municipal Infrastructure Grant (MIG) provides specific capital finance for basic municipal infrastructure backlogs for poor
households, micro enterprises and social institutions servicing poor communities.
23.3. Municipal Systems Improvement Grant

The Municipal System Improvement Grant (MSIG) assists municipalities to perform their functions and stabilise institutional
and governance systems as required in the Municipal Systems Act and related local government systems.
42
24. Public entities reporting to the Minister
Table 19: Public Entities
Current annual budget
Name of public entity Mandate Outputs
(2016/17)- R’thousand
South African Local Government Associa- To transform the local government sector to one that • Access to sustainable municipal infrastructure R567 611
tion (SALGA) has the required capacity to make meaningful contribu- and services
tion to poverty alleviation, economic development and al
• Effective IGR support and international
socio-economic opportunities that the state has geared
relations
itself to provide for its people
• Strengthening community participation in
municipal governance
Municipal Infrastructure Support Agent The MISA mandate is to: • Support municipalities in eradication of ser- R349 889
(MISA) vice delivery backlogs through the Municipal
Support municipalities to conduct effective infrastructure
Infrastructure Grant
planning to achieve sustainable service deliverySupport
and assist municipalities with the implementation of • Effective support and interventions with
infrastructure projects as determined by the Municipal greater impact on citizens’ lives
Integrated Development PlansSupport and assist munic-
• Improved technical capacity and enhanced
ipalities with the operation and maintenance of munic-
technical skills in municipalities
ipal infrastructureBuild the capacity of municipalities to
undertake effective planning, delivery, operations and • Efficient and effective municipal infrastructure
management of municipal infrastructure procurement
Performa any other function that may be deemed ancil-

lary to those listed above
Municipal Demarcation Board The Municipal Demarcation Board is mandated, in terms • Determination and redetermination of mu- R58 720
of section 15(3) (b) of the Constitution to determine nicipal boundaries
municipal boundaries. In addition, the MDB is also man-
• Capacity assessments for district, metropoli-
dated to declare and withdraw the declaration of district
tan and local municipalities
management areas, and assess the capacity of municipali-
ties to perform their functions
43
44
ANNEXURE A
CHANGES TO 2015-2019 STRATEGIC PLAN
45
ANNEXURE A: CHANGES TO 2015-2019 STRATEGIC PLAN
The Department tabled its 2015-2019 Strategic Plan in March 2015. The focus of the 2015-2019 Strategic Plan is based on the
Back to Basics approach. During the 2015/16 financial year, the Department realigned its budget programme structure to enable the
implementation of the Back to Basics approach. The Department has also reviewed and revised some of its Programme strategic
objectives to respond to the budget structural changes. The above mentioned changes are outlined below:
The Department is currently structured as follows:
Programme 1: Administration
Purpose: Provide strategic leadership, management and support services to the Department.The programme includes the Office of
the Director-General (DG), Financial and Corporate Management Services.
Management has taken a decision during the review of the 2015-2019 Strategic Plan of the Department, not to include any
performance plans of the Administration Programme in the 2016/17 Annual Performance Plan, as the Programme is not a core
function of the Department but provides administrative support to the core functions of the Department.
Programme 2: Regional and Urban Development and Legislative Support

Purpose: Provide policy analysis and development in order to transform local government and improve cooperative governance.

Management Regional, Urban Development and Legislative Support provides strategic leadership to the Programme to
ensure compliance and the achievement of departmental targets in line with the Back to Basics approach.
Local Government Legislative Support and Institutional Establishment drafts and amends primary and secondary legislation
administered by the Department, as well as provides legal opinions to the Department’s stakeholders on the interpretation of
legislation and matters impacting on the mandate of the Department. The sub-programme also provides technical support and
advice on the determination and redetermination of municipal boundaries, provincial boundary issues and local government election.
Urban Development Planning facilitates and monitors the implementation of urban development policy and local economic
development plans. The sub-programme also supports municipalities to implement various tools to facilitate integrated planning
and spatial contracts in key restructuring and priority regions; and further facilitates partnerships between the private sector and
municipalities to promote social economic activities in the districts and lagging regions.
Spatial Planning Districts and Regions facilitates the implementation of planning frameworks to promote integrated development
across government and also build Geographic Information System (GIS) capacity in district and local municipalities to enhance
evidence-based decision making. The sub-programme will also facilitate sustainable economic activities in the districts and lagging
regions.
Intergovernmental Policy and Practice reviews, clarifies and strengthens the policy and institutional environment for the
assignment of powers and functions, as well as management of their powers and functions. The sub-programme is also responsible
for strengthening collaborative intergovernmental management and practice between sectors, provinces and local government.
Municipal Demarcation Transition Grant makes transfers to assist municipalities in building in-house capacity to perform
functions, and to stabilise institutional and government systems.
46
The Programme has the following strategic objectives and related risks:
Strategic objective Related risk Mitigating factors
Facilitate the restructuring of municipal Inability to attain spatial integration due Engagements with the various stakehold-
space economy through integrated de- to unwillingness of affected stakeholders ers to confirm alignment of local plans
velopment planning and spatial targeting to commit to signed spatial contracts and approved projects and budgets
by March 2019
Create a conducive environment for

business to thrive and stimulate local
economies by March 2019
Programme 3: Institutional Development


Management: Institutional Development provides strategic leadership to the programme to ensure compliance and the
achievement of departmental targets in line with the back to basic programme.
Human Resource Management Systems builds sound municipal institutional capabilities through development, implementation
and enforcement of an efficient and effective human resource management framework as per the Municipal Systems Act.
Municipal Finances provides support and technical capacity to municipalities on municipal finance policies such s audit plans,
financial management, revenue enhancement strategies, tariff setting and modelling, free basic services and procurement policies.
Citizen Engagement promotes local government accountability and engagement with communities implementing the citizen
engagement framework.
Anti-Corruption and Good Governance conducts anti-corruption campaigns that will improve ethical conduct at local level.The
sub-programme also strengthens and implements preventative measures for corruption and creates conducive environment for the
expeditious resolution of corruption cases.
Municipal Property Rates Implementation guides municipalities to comply with critical rating aspects of the Municipal Property
Rates Act (2004) and its regulations.
Local Government Equitable Share is the share of nationally raised revenue, which is payable to the local government sphere
in terms of section 214 of the Constitution. This transfer supplements municipal revenue for the provision of free basic services to
poor households, and for the funding of institutional capacity and support to weaker municipalities.
Municipal Infrastructure Grant makes specific transfers to supplement municipal capital budgets to eradicate backlogs in municipal
infrastructure delivery.
Municipal Systems Improvement Grant assists municipalities in building in house capacity to perform functions.
Department of Traditional Affairs makes transfers to the Department of Traditional Affairs to support traditional leadership.
Municipal Infrastructure Support Agency makes transfer to assist municipalities in building in house capacities to performa
functions, and to stabilise institutional and governmental systems.
47
Strategic objective Related risk Mitigating measures
Implement initiatives to improve financial Municipalities may lose their revenue Develop a revenue plan for municipalities
sustainability and revenue management in
local government by March 2019
Deepening the relationship between citizens Ineffective community engagement Institutionalisation of community
and local government through improved platforms engagements in municipalities
citizen engagement mechanisms by March
2019
Deepening the relationship between citizens Weaknesses in the functionality of Develop and implement a support plan
and local government through improved citi- ward committees for the establishment of ward commit-
zen engagement mechanisms by March 2019 tees in all category A and B municipalities
Strengthen the functionality of municipalities Appointments made in contraven- Enforce compliance to contraventions on
through the development and implementation with the competency regulations regulations
tion of administrative institutional systems by
March 2019
Strengthen the functionality of municipalities Delays in implementing the Municipal Hold bilaterals with stakeholders to
through the development and implementa- Staff secure their buy-inGazetting of Municipal
tion of administrative institutional systems by Regulations Staff Regulations in the Notice
March 2019
Support and strengthen the capacity of Inadequate support provided to Review and update indigent policies and
municipalities to deliver sustainable free basic municipalities in reviewing as well as registers commensurate with available
services to indigent household by March updating the indigent policies and resources
2019 registers due to limited capacity
Promote good governance through strength- Slow turnaround time on finalisation Intensive monitoring of compliance and
ening of anti-corruption measures by March of corruption cases and non-en- management of non-performanceEn-
2019 forcement of applicable legislation force consequence management
Programme 4: National Disaster Management

Purpose: Promote an integrated and coordinated system of disaster prevention, mitigation and risk management.

Management: National Disaster Management Centre provides strategic leadership to the programme.
Legislation and Policy Management develops disaster management policies and legislative frameworks derived from the Disaster
Management Act (2002) and the National Disaster Management Framework (2005); and manages the improvement of legislative
compliance across sectors and spheres of government.
Disaster Risk Reduction, Capacity Building and Intervention develops and implements disaster management operational
systems and coordinates disaster management capacity building and strategic research across all three spheres of government and
provides for the allocation of disaster response, relief and rehabilitation funding when there has been a disaster.
Integrated Provincial Disaster Management Support, Monitoring and Evaluation Systems develops and implements
integrated support to provinces, and a monitoring and evaluation system for disaster management and fire services.
Fire Services develops fire services policies and legislative frameworks and coordinates programmes related to the support and
administration of fire services.
Information Technology, Intelligence and Information Management Systems guides the development of a comprehensive
information management and communication system and establishes integrated communication links with all disaster management
role players.
48
Disaster Relief Transfers is a conditional allocation that aims to provide immediate relief after disasters. Transfers are made only
when a disaster has been declared.
Municipal Disaster Recovery Grant is a conditional allocation to repair municipal infrastructure damaged by disasters. This grant
is allocated as a second phase of disaster response to municipalities, following a post-disaster cost verification process.
Improve the system of disaster manage- Ineffective implementation of the Na- Undertake capacity assessments, engage
ment and fire services across govern- tional Fire Safety and Prevention Strategy municipal leadership on how gaps must
ment by March 2019 be addressed and also support capacity
building initiatives
Improve the system of disaster manage- National action plan not developed Regular meetings of the forum
ment and fire services across govern-
Workshops with other relevant stake-
ment by March 2019
holders
Regular reporting to senior management
Programme 5: Local Government Support and Interventions Management

Purpose: Conduct performance monitoring, support and interventions in municipalities and provincial departments of cooperative
governance that will drive Back to Basics activities.

Management: Local Government Support and Interventions Management provides strategic leadership to the programme
to ensure compliance and the achievement of departmental targets in line with the Back to Basic Approach.
Municipal Performance Monitoring monitors and reports on local government performance information by institutionalising
monthly performance reporting by municipalities (consolidated into quarterly analysis reports) to the Department, analyses Back
to Basics performance information for each municipality on a monthly basis, and identifies key trends in municipal Back to Basics
performance.
Local Government Improvement Programme monitors, develops diagnostic assessment and supports municipalities with the
development and implementation of remedial action plans.
Litigations and Interventions monitors compliance with intervention policies and regulations, and develops budget to address
infrastructure investments priorities of the poor.
Municipal Demarcation Board makes transfers to the Municipal Demarcation Board to fund operational activities, including
capacity assessments, ward delimitation and boundary redetermination. This subprogramme’s total budget is transferred in full to
the board.
South African Cities Network makes transfers to the South African Cities Network to fund operational activities, including
enabling cooperation between South African cities. This subprogramme’s total budget is transferred in full to the network.
South African Local Government Association makes transfers to the South African Local Government Association to fund
operational activities, including participation in intergovernmental and oversight such as their remuneration and benefits, local
government research, advise and support, and knowledge sharing initiatives. This subprogramme’s total budget is transferred in full
to the association.
United Cities and Local Government of Africa makes transfer to United Cities and Local Government of Africa to fund
operational activities, enhance cooperation and knowledge sharing among local governments in Africa and improve the delivery of
services to communities across the continent. This subprogramme’s total budget is transferred in full to the association.
49
Strategic objective Related risk Mitigating measures
Build accountability in the Local Govern- Information collected from munici- Develop a system to monitor trends and
ment Performance System through setting palities might not be credible and of report against performance standards by
and enforcing clear performance standards desired quality municipalities
by March 2019
Carry out more analysis of municipal
reports on indicators
Build accountability in the Local Govern- Over burden on municipalities with Work with the National Treasury and
ment Performance System through setting reporting DPME to rationalise as well as standardise
and enforcing clear performance standards the performance standards and indicators
by March 2019 to ease the reporting burden of municipal-
itiesMake reporting information available
on the internet to reduce the need by
various stakeholders to further burden
municipalities with requests for information
Coordinate and facilitate sector
collaboration for infrastructure
development at municipal level to extend
services to unserved communities by
March 2019
Programme 6: Community Work Programme

Purpose: Create income security and work experience for participants and promote social and economic inclusion by targeting
areas of high unemployment.
Provide and maintain 1 million work Failure to maintain/upscale the partici- Solicit additional funding during the
opportunities through effective and effi- pation MTEF adjustment processMaintenance
cient programme management, strategic of existing participants within allocated
partnerships and training by March 2019 budget
Provide and maintain 1 million work Programme might not be effectively Improve programme management sys-
opportunities through effective and effi- implemented tems and capability
cient programme management, strategic
partnerships and training by March 2019
The Programme has the following sub-programmes:

Management: Community Work Programme provide strategic management and leadership to the programme.
Programme Coordination develops frameworks and standard operating procedures, facilitates their implementation and
functionality of coordination structures, and monitors the performance of implementing agents.
Partnerships, Norms, Standards and Innovation ensures effective management and coordination of partnerships and special
projects for the Community Work Programme.
50
Cooperative Governance
87 Hamilton Street
Arcadia, Pretoria
Gauteng
0001
South Africa
Tel: 012 334 0600

Fax: 012 334 0603
www.cogta.gov.za
RP85/2016
ISBN: 978-0-9946922-0-7

Annual Performance Plan: Cooperative Governance

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ANNUAL

The Back to Basics approach was launched in September

iv. Appointment of senior managers in municipalities with

Ms Dorothee Snyman Signature: ____________________

Mr Tozi Faba Signature: _____________________

Mr Vusi Madonsela Signature: _____________________

Des Van Rooyen. MP Signature: ____________________

LIST OF ACRONYMS AND ABBREVIATIONS 4

PART A: Strategic Overview 5

4. Legislative and other mandate 6

5. Alignment of strategy to National Priorities 8

7. The Back to Basics Programme 10

PART B: PROGRAMME PERFORMANCE PLANS 17

PROGRAMME 2: REGIONAL AND URBAN DEVELOPMENT AND LEGISLATIVE SUPPORT 18

PROGRAMME 3: INSTITUTIONAL DEVELOPMENT 22

PROGRAMME 4: NATIONAL DISASTER MANAGEMENT CENTRE 29

PROGRAMME 5: LOCAL GOVERNMENT SUPPORT AND INTERVENTIONS MANAGEMENT 33

PROGRAMME 6: COMMUNITY WORK PROGRAMME 37

PART C- LINK TO OTHER PLANS 41

ANNEXURE A: CHANGES TO 2015-2019 STRATEGIC PLAN 45

• Putting people and their concerns first

• Promoting good governance, transparency and accountability

• Ensuring sound financial management and accounting

• Building institutional resilience and administrative capability

• Commitment to public service

• Integrity and dedication to fighting corruption

• A hands-on approach to dealing with local challenges

• Public participation and people centred approach

• Professionalism and goal orientation

• Excellence and accountability

4. Legislative and other mandate

4.1. Constitutional mandate

Our primary mandate is to:

4.2. Legislative Mandate

Table 1: Legislative mandates of the Department

Name of Legislation Mandate

5. Alignment of strategy to National Priorities

2. Sub-outcome 2: Strengthened Intergovernmental arrangements for a functional System of Cooperative

4. Sub-outcome 4: Sound Financial Management; and

• Sub-outcome 2: Equal opportunities, inclusion and redress;

• Sub-outcome 4: Promoting active citizenry and leadership.

6.1. Performance Environment

3. Poor communication and accountability relationships with communities;

4. Problems with the political administrative interface;

5. Corruption and fraud;

6. Poor financial management, e.g. negative audit opinions;

7. Number of (violent) protests and weak civil society formations;

9. Insufficient municipal capacity due to lack of scarce skills.

7. The Back to Basics Programme

Achievements in the initial phases

The next phase of B2B

1. Work smarter and innovatively to increase impact. This includes:

• Focus on 20% of actions that will deliver 80% of impact;

• Make better use of available legal and other levers; and

• Engage in more interventionist monitoring and accountability, e.g.

Orientation for the Next Phase and Practical Approach

7.1. Ten point plan for the next phase

1. Positive community experiences;

2. Prioritise municipalities receiving disclaimers over five years;

3. Support revenue enhancement programmes;

4. Appointment of senior managers with appropriate and requisite skills in municipalities;

5. Quality service and maintenance of infrastructure;