Covering Note for the

COGTA ANNUAL PERFORMANCE PLAN 2012/13 PRESENTATION TO PORTFOLIO COMMITTEE ON COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

1.	PURPOSE
The purpose of this presentation memo is to submit the CoGTA Annual Performance Plan for the financial year 2012/13 to the Portfolio Committee on Cooperative Governance and Traditional Affairs.
2.	BACKGROUND

2.1 The Department of Cooperative Governance developed plans for the 2012/13 financial year aimed at addressing and mobilizing government and society broadly to restore the confidence of communities in the country’s municipalities, as well as building an effective, efficient, responsive and developmental local government. For the 2012/13 financial year, Department of Cooperative Governance will focus its resources and energy on the following key priority issues:
•	Promoting sound financial management; 
•	Enhancing Good Governance;
•	Fighting Corruption;
•	Accelerating service delivery; and
•	Facilitating sustainable infrastructure development.
          2.2 The Department of Traditional Affairs developed plans for the 2012/2013 financial year aimed at further transformation of traditional affairs matters in the areas of:
•	Restoration of the dignity of the traditional and indigenous leaders and  communities
•	Traditional leadership and structures
•	Governance  issues
•	Partnerships and effective participation of the cultural, religious and linguistic communities 
•	Affirmation of the traditional and indigenous communities through the empowerment programme.
3.	Department of Cooperative Governance

 3.1 Strategic Goals and Objectives

The strategic goals and objectives of the Department of Cooperative Governance are as stated on table A below: 

      Table A
Strategic Goal	Strategic Objective	
Strategic Goal 1: A policy platform that provides a differentiated approach to municipal financing, planning and support implemented
	•	Improve the system of disaster risk management;
•	Ensure the availability of the policy framework for differentiation; 
•	Facilitate the development of credible and simplified IDPs informed by the unique nature of municipalities; and
•	Inculcate the culture of disaster risk reduction and resilience.	
Strategic Goal 2: Improve access to basic services
	•	Ensure increased access to basic electricity, refuse removal, water and sanitation; 
•	Establish partnership and mechanisms to improve services; and
•	Support sector departments provinces and municipalities to improve access to basic services.	
Strategic Goal 3: Community Work Programme implemented	•	Ensure creation of 332 500 work opportunities by 2014.	
Strategic Goal 4:  Democracy through a refined Ward Committee model is deepened
	•	Review and strengthen a legislative framework for ward committees and community participation	
Strategic Goal 5:  Enhanced municipal administrative and financial capabilities
 	•	Strengthen anti-corruption capabilities of municipalities;
•	Implement initiatives to improve financial management and expenditure; 
•	Improve the Audit outcomes of Municipalities and Provinces; and
•	Review and amend municipal policy and legislation to improve institutional and administrative systems.	
Strategic Goal 6:  Strengthen the cooperative governance and provide oversight and support to provincial and local government  
	•	Implement new policy and legislation to strengthen cooperative governance;
•	Review local government policy and legislation;
•	Establish an integrated information and communication management system; 
•	Improve the coordination of capacity building, training and support initiatives to improve municipal institutional and administrative capacity; 
•	Implement a new approach to coordination of support and capacity building initiatives;
•	Provide technical policy and research support to the DCoG mandate; 
•	Provide support and oversight to public entities;
•	Promote spatial integration in development planning;
•	Facilitate the implementation of geographic information management systems; 
•	Implement a new approach to coordination of support and capacity building initiatives; 
•	Ensure integrated planning and reporting;
•	Implement new policy and legislation to strengthen cooperative governance; and
•	Improve performance and professionalism in municipalities	
Strategic Goal 7: Strengthen the capacity and capability of the department to deliver on its mandate	•	Management of internal financial, administration and human resource systems;
•	Improve the strategic management and governance processes;
•	Improve the Information and Communication Technology (ICT) infrastructure, maintenance and support services to advance the realisation of the mandate of the department;
•	Improving knowledge sharing through integration of data, information and enabling technologies; 
•	Profile the department and its programmes through media and marketing and improve communication capacity in municipalities; and
•	Provide support and oversight to the department’s associated entities.	
Strategic goal 8: Improved coordination of interventions impacting on local government	•	Provide Provincial departments with support to contextualise delivery agreement targets; 
•	Provide focused support to municipalities based on evidence of municipal performance;
•	Build clean, effective, efficient, responsive and accountable local government;
•	Promote sustainable development principles and practices in local government	
Strategic goal 9: Facilitate Economic Development at local level	•	Support job creation at a local level through a system supportive of private sector sustainable employment creation.

4.	DEPARTMENT OF TRADITIONAL AFFAIRS STRATEGIC GOALS AND OBJECTIVES

The strategic goals and objectives of  the Department of Traditional Affairs  are as stated on table B below: 

            Table B
Strategic Goal 1	Strategic Objectives	
Effective Department of Traditional Affairs
	To ensure the functionality of the Department of Traditional Affairs by establishing its capacity and capability to deliver on its mandate	
	To support DTA entities, by ensuring that they play a central role towards development and service delivery  	
Strategic Goal 2	Strategic Objectives	
DTA aligned to DCOG	To enhance alignment and standardization in the regulatory, institutional and support framework for traditional affairs across 
provinces and municipalities	
	To enhance knowledge management within traditional affairs	
	To ensure that traditional communities are empowered by reviewing and developing the national support programme for traditional 
communities and governance structures.	
Strategic Goal 3	Strategic Objectives	
Effective governance systems for traditional affairs	To promote and integrate the role and place of traditional affairs and the institution of traditional leadership, including Khoi-San 
Leadership, in the South African governance system by establishing synergetic relations with other governance structures across the 
three spheres of government.	
Strategic Goal 4	Strategic Objectives	
Sustainable partnerships and  collaboration for service delivery	To promote and integrate the role and place of traditional affairs and the institution of traditional leadership, including Khoi-San 
Leadership, in the South African governance system by establishing synergetic relations with other governance structures across the 
three spheres of government.	

      
5.	CONCLUSION
The 2012/13 Annual Performance Plan,will be strengthened by  identifying, mobilizing and collaborating with critical partners for the achievement of an effective, efficient, responsive developmental local government.  
 The Cooperative Governance and Traditional Affairs portfolio has therefore, positioned itself to give focused attention to restore the confidence and dignity of the institutions of traditional and indigenous leadership and their communities such that all of us can say: