Briefing to the Portfolio Committee on Provincial and Local Government Compliance Reports and Legislation on Traditional Leadership Ms Lindiwe Msengana-Ndlela, Director-General Cape Town 24 June 2008 - PowerPoint PPT Presentation

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Title: Briefing to the Portfolio Committee on Provincial and Local Government Compliance Reports and Legislation on Traditional Leadership Ms Lindiwe Msengana-Ndlela, Director-General Cape Town 24 June 2008


1
Briefing to the Portfolio Committee on Provincial
and Local Government Compliance Reports and
Legislation on Traditional Leadership Ms
Lindiwe Msengana-Ndlela, Director-General Cape
Town 24 June 2008
2
Contents
  • Overview of dplg Reports (A)
  • Slide No.
  • Inaugural Annual Report on Disaster Management 3
    33
  • Report on performance of municipalities 35 67
  • Inter-governmental Relations (IGR) Report 69
    87
  • Overview of Legislation on Traditional
    Leadership
  • National House of Traditional Leaders Bill
    (B) 90 95
  • The Traditional Leaders and Governance Framework
    Bill (C) 96 103

3
Presentation Overview Disaster Management
  1. Introduction and objectives of the Report
  2. Progress
  3. Challenges
  4. How challenges have been addressed
  5. Way forward and future outlook
  6. Conclusion

4
1. Introduction and Objectives of the Report
  • In Terms of Section 24 of the Disaster Management
    Act, 2002
  • The National Disaster Management Centre (NDMC)
    must submit a report annually to the Minister
    reporting on -
  • a) The NDMCs activities during the year
  • b) The results of its monitoring of prevention
    and mitigation initiatives
  • c) Disasters that occurred during the year in
    each province
  • d) The classification, magnitude and severity of
    these disasters
  • d) The effects they had
  • f) Particular problems that were experienced with
    these disasters and generally in implementing
    the Disaster Management Act and the National
    Disaster Management Framework (NDMF)

5
Introduction and Objectives
  • The way in which these problems were addressed
  • Progress with preparation of plans and strategies
    by organs of state and
  • An evaluation of the implementation of such plans
    and strategies.
  • The Minister must submit the report to Parliament
    within 30 days after receipt thereof from the
    NDMC.
  • NDMC must at the same time submit a copy to each
    provincial and Municipal Disaster Management
    Centre.
  • Report is the Inaugural Disaster Management
    Annual report.
  • A decision was taken to report from the 2006/07
    financial year and reflect on progress since the
    promulgation of the Act.. (Page 18)

6
2. Progess
  • The NDMC undertook a road-show to each province
    during latter half of 2007
  • 20 July 2007 30 August 2007
  • National workshop with national public entities
    took place on 31 August 2007.
  • Prepared a template for national departments,
    provinces and municipalities based on the 4 Key
    Performance Areas and 3 Enablers in the National
    Disaster Management Framework.
  • Have collated information provided by
    stakeholders across 3 spheres of government as
    well as other relevant entities and statutory
    bodies.

7
Overall Progress
  • Structures (Pages 47 52)
  • The Intergovernmental Committee on Disaster
    Management (ICDM) was established on 13 June 2005
    in terms of section 4 of the Disaster Management
    Act. (Page 47)
  • The National Disaster Management Advisory Forum
    NDMAF was established on 26 January 2007 in terms
    of section 5 of the Disaster Management Act.
    (Page 48)
  • The Head of the Centre was appointed on 1 May
    2006 in terms of section 10 of the Disaster
    Management Act. (Page 52)
  • A fully operational Disaster Management Centre
    was established on 1 May 2006 in terms of section
    8 of the Disaster Management Act. (Page 52)
  • The Provincial Disaster Management Committee was
    operationalised. (Page 63)

8
Overall Progress
  • Information Technology (Pages 55 72)
  • The Pilot Project in the Eastern Cape has been
    completed and demonstrated to the rest of the
    provinces. A process of identifying local
    providers of similar systems is underway.
  • Phase 1 of the integrated Disaster Management
    Information System has been implemented (Live
    Fire Early Warning system in place) and Project
    Portfolio Office (PPO) has been implemented to
    monitor and track the implementation of the Act.

9
Overall Progress
  • NDMC Support to Provinces, Municipalities and
    other countries (Pages 56 65)
  • Taung flood disaster during April 2006
  • Flooding in the Northern Cape Province that
    occurred in Namakwaland during 2005
  • Flood disaster in the Western and Eastern Cape
    Provinces during July/August 2006
  • Snow disaster in the Eastern Cape Province during
    August 2006
  • Veld fires in the Northern Cape during December
    2006
  • Further local support rendered includes the
    Drought Relief Programme in collaboration with
    DWAF and assisting affected municipalities in the
    continuation of drought recovery programmes and
  • At a regional level the NDMC Co-ordinated support
    from South Africa to Mozambique and Burundi.

10
Overall Progress
  • Training and Capacity building (Pages 53 54)
  • Training and education standards for a
    professional disaster management career path were
    developed in collaboration with SAQA (Unit
    Standards for NQF Level 7).
  • A Research Learnership Programme focussed on
    Disaster Management and Early Warning Systems was
    implemented, based on the Masters Degree for
    Disaster Management from the University of the
    Free State (in collaboration with DST, DWAF and
    the CSIR).

11
Overall Progress
  • Participation in International Forums (Page 15)
  • International Strategy for Disaster Reduction
  • United Nations Disaster Assessment and
    Coordination Committee
  • ProVention Global Disaster Risk Reduction Forum
  • South African Development Community
  • Indian Ocean Early Warning and Mitigation System
    Committee.

12
Overall Progress
  • Other (Pages 52, 54, 62)
  • Regulations and priority guidelines identified.
  • Disaster Management Plans.
  • The Working on Fire Programme operated
    successfully.

13
Progress Provincial and Local Dynamics
State of Readiness of Provinces (page 14) South
Africas ability to respond timeously to
disastrous events within our borders is largely
determined by the relevant disaster management
structures and capacities being in place at the
Provincial and Local Municipal levels. At the end
of the 2006 / 2007 financial year, the provinces
reported the following with regard to their state
of readiness
The above table indicates that South Africas
institutional capacity to proactively plan for,
and react to, natural and human-made disasters
has improved since the promulgation of the
Disaster Management Act.
14
Progress Provincial and Local Dynamics
  • Summary
  • Disaster Management Centres established -
  • 67
  • 22 in process
  • 11 not established
  • 56 fully functional
  • 56 Head of Centres appointed
  • Advisory Forums established
  • 100
  • Disaster Management Plans finalised -
  • 67

15
Progress Provincial and Local Dynamics
State of readiness of Municipalities
Province DM Centre Municipalities with Fully Functional Municipalities with Head of Centre Appointed Municipalities with Forums established Municipalities with DM Plan available Municipalities with DM Framework Municipalities with Information and Communication System
Eastern Cape 6 DMs 1 Metro 2 LMs 6 DMs 1 Metro 2 LMs 6 DMs 1 Metro 2 LMs 6 DMs 1 Metro No info 6 DMs 1 Metro 2 LMs 1 DM and Metro in the process
Free State 1 DM No 4 DMs 3 DMs 4 DMs 20 LMs 4 DMs have drafts None
Gauteng 3 Metros 1 DM 3 Metros 1 DMs 3 Metros 3 DMs 3 Metros 3 DMs 3 Metros 3 DMs 6 LMs 3 Metros 3 DMs None
KwaZulu Natal 5 DMs No info 1 DM 6 DMs 6 DMs 4 DMs 4 LMs None
Limpopo 4 DMs 4 DMs None 13 LMs None None None
Mpumalanga 2 DMs None None 1 DM None 2 DMs 21 LMs
Northern Cape 5 DMs 5 DMs 4 DMs 2 DMs None 2 DMs None
North West 3 DMs 3 DMs 3 DMs 2 DMs None 1 DMs None
Western Cape 5 DMs 5 DMs 5 DMs 4 DMs 5 DMs 1 Metro None 5 DMs 1 Metro
Total 4 Metro 32 DMs 2 LMs 4 Metro 24 DMs 2 LMs 3 Metros 26 DMs 2 LMs 4 Metros 27 DMs 13 LMs 4 Metro 18 DMs 26 LMs 4 Metros 22 DMs 6 LMs 2 Metros 6 DMs 21 LMs
Source 5-YLGSA Provincial Progress Reports,
April 2008
16
Progress Provincial and Local Dynamics
  • Summary
  • Disaster Management Centres established -
  • Metros 67
  • District Municipalities 68
  • Disaster Management Centres fully functional -
  • Metros 67
  • District Municipalities 51
  • Heads of Centres appointed -
  • Metros 67
  • District Municipalities 55
  • Advisory Forums established -
  • Metros 67
  • District Municipalities 67

17
Progress Provincial and Local Dynamics
  • Disaster Management Plans finalised -
  • Metros 67
  • District Municipalities 38
  • Disaster Management Frameworks -
  • Metros 67
  • District Municipalities 47
  • Information Technology Communication Systems -
  • Metros 67
  • District Municipalities 13

18
National Sectorial Dynamics
  • Inputs from the following national departments
  • Department of Agriculture
  • Rolled out Disaster Risk Management Awareness
    Campaigns to educate farming communities about
    disaster risk reduction principles.
  • Deals with results of its monitoring of
    prevention and mitigation initiatives.
  • Also with particular problems experienced in
    dealing with disasters and generally in
    implementing the Act and the NDMF.
  • Has completed 2 policy documents, ie. The
    Agricultural Disaster Risk Management Plan and
    the Drought Management Plan.
  • Department of Health
  • Drafted Health Disaster Management Policy.
  • Health Disaster Management Plan 50 completed.
  • 2010 Disaster Management Sub-Committee
    established and meeting on 2 monthly basis.
  • Emergency Medical and Rescue Services of KZN,
    standby possible flooding within those provinces
    post Tropical Cyclone Fario.
  • Representatives from HDOH and Free State EMS
    attended 4th Annual Hospital and Emergency
    Preparedness and Response Course in Thailand
    Bangkok, Thailand.

19
National Sectorial Dynamics
  • Department of Minerals and Energy Affairs
  • Has submitted the National Nuclear Disaster
    Management Plan.
  • Has implemented this plan and trained its
    departmental functionaries.
  • On-site nuclear emergency plans for Koeberg
    Pelindaba are regulated and managed in terms of
    National Nuclear Regulator Act.
  • Off-site nuclear disaster management plans
    responsibility of relevant 3 spheres of
    government coordinated nationally.
  • National Department of Public Works
  • Custodian of an extensive asset register with
    properties located in 126 municipalities situated
    on dolomite.
  • Minister of Public Works has instructed the
    creation of a Dolomite Risk Management Section
    within the NDOW.
  • Also established of a National Dolomite Risk
    Management Working Committee consisting of
    relevant National Departments.
  • Has fully implemented a risk management strategy
    on its own assets in Gauteng.
  • Has, through extensive training programmes
    developed a level of awareness and vigilance with
    respect to dolomite dangers and sinkholes.

20
National Sectorial Dynamics
  • Department of Science and Technology
  • Involved in a Research Learnership Programmes
    focussed on Early Warning Systems and Disaster
    Management.
  • Learnership involved students undertaking a full
    time Masters degree in Disaster Management at the
    University of Free State and is combined with
    practical work experience in various government
    departments.
  • Started in 2006 with 15 learners, 7 unemployed
    science graduates and 8 employed at different
    municipalities.
  • Department of Water Affairs and Forestry
  • Key Focus Area of dealing with Veld and Forest
    fires was identified.
  • Establishment of 18 FPAs were registered in
    2006/07, which brought total to 77.
  • Veld Fire Management Strategies were successfully
    implemented in various municipal areas (Greater
    Cederberg and Potchefstroom).
  • NDMAF Fire Working Group meets quarterly.
  • In management of water resources DWAF spearheads
    initiatives to ensure access to basic water
    services by unserved South African.
  • DWAF convenes SA Water Sector during disasters to
    assist other countries on a partnership basis.

21
National Sectorial Dynamics
  • The South African National Defence Force
  • Provinces assistance in the form of Disaster Aid
    and Disaster Relief.
  • Participate in all the Disaster management
    Structures, ie. The ICDM, NDMAF, Provincial and
    Local Advisory Forums. The Joint Operations
    Division is the nodal point for any request.
  • Gave support to the NDA with respect to sivine
    fever activities, to dplg with respect to fire
    fighting during December 2006/07.
  • Assistance given during Operation Litchi II in
    Mozambique Aim to provide military air
    transport for humanitarian relief in flood
    affected areas in Zambezi river basin during
    March April 2007 Cost R13 million.
  • South African Police Service
  • Most advance in having proper Disaster Management
    Strategy, Policy and Contingency Plan in place.
  • All provincial representatives were involved.
  • Various provinces have been involved in providing
    support during report period.

22
National Sectorial Dynamics
  • South African Qualifications Authority
  • Assisted dplg in the development and registration
    of qualification standards on a Level 7, ie. a
    disaster management degree level.
  • South African Urban Search and Rescue (USAR)
  • SA only country in the SADC region with an USAR
    capacity.
  • Provided assistance to Kashmir, Pakistan
    earthquake in the Kashmir Mountains and carried
    out medical operations in a remote field
    hospital. More than 100 persons were rescued.
  • South African Weather Services
  • Plays an integral role in disaster risk reduction
    activities.
  • Has issued a number of advisories and warnings
    for severe weather events by TV, radio and SMSs,
    specifically to disaster managers in 3 spheres of
    government.
  • Collaboration demonstrated in early August 2006
    devastating storm on Cape South Coast, snow and
    even a tornado in Mpumalanga.
  • SAWS maintains a climatological database of SA
    Weather data which is regularly used in disaster
    risk reduction and mitigation activities by
    various role-players.

23
Examples of Best Practices
  • Chapter 8 of the report deals with the following
    best practices
  • City of Tshwane Disaster Management Primary
    School Guide Pack - (pages 147 - 148)
  • Is an initiative to comply with legislative
    requirements of Disaster management Act,
    promoting disaster management capacity building
    in schools.
  • It is a combined effort of the African Centre for
    Disaster Studies (North West University) and the
    Tshwane Disaster Management Centre which includes
    teacher training and is done in liaison with the
    Department of Education.
  • Nelson Mandela Bay Metropolitan Municipality
    Flash Flood Warning System - (page 148)
  • Started developing a Flash Floods warning system
    in collaboration with PEWS and the Hydrological
    Research Centre in the USA to involve local
    scientist of the different countries in SA,
    Central America and the USA in implementing the
    system and to provide a regional flash flood
    guidance system.
  • KZN-Department of Agriculture and Environmental
    Affairs. - (page 149)
  • Has given consideration to piggy backing
    disaster management activities on existing, but
    similar activities which ensure available
    expertise, prevent duplication and do not
    burde-staff with additional meetings. Example
    KZN drought activities piggy backed on the
    Water and Sanitation programme.

24
Examples of Best Practices
  • Mopani District Municipality Rabies Awareness
    Campaign (pages 149 - 151)
  • Awareness of outbreak of rabies was raised by
    distributing 60 000 pamphlets with information in
    4 languages to all affected and non-affected
    areas.
  • Posters were also designed and response of
    communities in bringing thousands of animals to
    be vaccinated showed success.
  • Ethekwini Metropolitan Municipality - Disaster
    Management Centre Activation Measurement System -
    (pages 151 - 152)
  • Has developed a NDMC activation measurement
    system based on the nature of co-ordination
    needed to provide response agencies with the
    appropriate structure within which to operate.
  • This emphasises the importance of the
    co-ordination/facilitation/information management
    role the MDMC should perform.

25
Examples of Best Practices
  • Uthungulu District Municipality - Shared
    Fire-fighting Services - (pages 152 - 153)
  • A shared service centre housing a Disaster
    Management Centre and fire fighting services, a
    training centre for fire-fighting personnel,
    municipal health services and bulk stores was
    established with funding approved by a Project
    Consolidate Project.
  • Four satellite stations were established and 25
    personnel, 6 for each local municipality were
    appointed.
  • Thabo Mofutsanyana District Municipality - Snow
    Incident Management - ( page 154)
  • Snow Protocol forum established is a cross
    border initiative between KZN and Free State
    responsible for planning of operations in the
    event of heavy snowfall along the N3 corridor at
    Van Reenens Pass and surrounding areas.
  • At these meetings of this forum contingency plans
    of all stakeholders are reviewed and updated.

26
3. Challenges
  • Overall (Page 17)
  • Financial constraints included
  • Start-up funding by National Government for the
    establishment of Disaster Management Centres and
    risk assessments as mentioned in the National
    Disaster Management Framework did not
    materialise and
  • Disaster risk reduction activities have not been
    included in the budgeting process of the
    municipalities.
  • The funding mechanism for post-disaster
    reconstruction and rehabilitation is perceived to
    be lengthy and cumbersome. Some municipalities
    lack the capacity to implement projects utilising
    approved reconstruction and rehabilitation
    funding.

27
Challenges
  • Capacity constraints proved to be an inhibiting
    factor, particularly in relation to
  • Disaster Management Specialists
  • Engineering Capacity
  • Project Management Capacity
  • Disaster Management Information Technology
    Specialists and
  • The shortage of suitably qualified personnel.
  • There is a need for strengthened monitoring,
    reporting and evaluation in respect of
    post-disaster reconstruction and rehabilitation.
  • Provincial and Local Dynamics
  • As slides 8 and 9 indicates, some provinces and
    municipalities are lagging behind in implementing
    the Disaster Management Act (KZN, Mpumalanga,
    Northern Cape and North West).
  • Sectorial Dynamics
  • Most of the national organs of state need to
    develop their disaster management strategies and
    plans (which include contingency plans in terms
    of section 25 of the Disaster Management Act).
  • An overall risk and vulnerability assessment must
    be conducted to compile a comprehensive
    indicative risk profile.

28
4. Addressing the Challenges
  • Financial constraints - (referring to slides 24
    and 25)
  • Further discussions with National Treasury on
    start-up funding for the establishment of
    Disaster Management Centres have taken place and
    are being pursued. The assistance of the
    Committee is requested in following up these
    discussions.
  • Municipalities are encouraged through provinces,
    to provide for risk reduction activities in their
    budgets.
  • Discussions with National Treasury to address the
    process of funding for post-disaster
    reconstruction and rehabilitation. They have
    committed to come up with a process less
    time-consuming.
  • Some of the capacity constraints will be
    addressed in various ways
  • Dedicated services NDMC
  • Development of unit standard qualifications for
    Level 3 6 and Level 7 (already finalised and
    registered).
  • Learnerships programmes.
  • Disaster Management Executive (Chairpersons)
    Programme introduced.

29
Addressing the Challenges
  • The monitoring, reporting and evaluation process
    in respect of post-disaster reconstruction and
    rehabilitation is being addressed and a service
    provider has been appointed for this purpose.
  • The Provinces and municipalities which are
    lagging behind with implementation of Disaster
    Management Act have already been informed in PDMC
    meeting and NDMC is busy with a supporting
    programme in this regard.
  • National organs of state have already been made
    aware of the fact that they must develop their
    disaster management strategies and plans (NDMAF)
    and the NDMC will embark on a support programme
    to enhance this.
  • Disaster management TAC has been
    established to manage the conducting of risk and
    vulnerability assessments.

30
How the Report addresses previous Questions from
the Committee
  • Aspects mentioned by Portfolio Committee
  • Committee to arrange a joint meeting with the
    dplg and National Treasury on adequate start-up
    grants and resourcing of disaster management
    centres at all spheres of government.
  • Although numerous discussions and meetings
    between dplg and National Treasury to addressed
    this aspect have taken place, the Committee never
    formed part of these discussions.
  • Dplg must formulate and conduct capacity
    building/awareness workshops across all spheres
    of government for political support for disaster
    management.
  • This aspect was partly addressed by the Committee
    visiting the Western Cape, the Eastern Cape and
    Gauteng to hold workshops on disaster management.
  • Request the dplg to develop an evaluation and
    monitoring mechanism to gauge disaster management
    preparedness across all spheres.
  • The dplg has developed a monitoring and
    evaluation instrument during 2006/07 and will
    further report on progress in this regard in the
    2007/08 report.

31
5. Way forward and future outlook
  • Both the 5Y LGSA (2008-2011) and the dplg
    Business Plan 2008/09) emphasise that fact that
    the implementation of the Disaster Management Act
    by provinces and municipalities should be
    expedited and that the NDMC should further give
    hands-on support to the other two spheres of
    government to achieve that.
  • The dplg Business Plan has also set targets for
    the development of contingency plans in the host
    cities for the 2010 FIFA World Cup Soccer
    Tournament.
  • Other actions to enhance the implementation of
    the Disaster Management Act
  • Development of guidelines.
  • Technical Advisory Committee established to
    management the conduction of risk and
    vulnerability assessments throughout the country.
  • Monitoring and evaluation instrument to be
    refined and implemented to do a gap analysis in
    every province.
  • Draft Volunteer Regulations to be finalised.
  • Develop a National/Incident Management System for
    host cities with a view to the 2010 FIFA World
    Cup Soccer Tournament.
  • Conduct assessment of host cities and other
    identified regions state of readiness.
  • Development of Disaster Management Communication
    Strategy (inclusive of early warning preparedness
    and rehabilitation messages).

32
Way forward and future outlook
  • The inaugural report gives an overview of how the
    challenge in building pro-active and responsive
    disaster management capacity and capability
    across all spheres of government is being
    addressed. Some of the targets set in the Local
    Government Strategic Agenda 2008 2011 have been
    met and the dplg Business Plan.
  • The process in compiling the 2007/08 Report has
    commenced on 30 April 2008 and the next report
    will be submitted to Parliament at the end of
    November 2008.

33
6. Conclusion
  • The report is an indication of the steady
    progress of the implementation of the Disaster
    Management Act No. 57 of 2002 by all spheres of
    government.
  • The NDMC has made good progress in establishing
    national disaster management structures such as
    the Intergovernmental Committee on Disaster
    Management and the National Disaster Management
    Advisory Forum and providing advice to disaster
    management stakeholders on the implementation of
    the Disaster Management Act.
  • It has also commenced with its overall
    monitoring and evaluation role in terms of the
    Act by developing the necessary monitoring and
    evaluation and project management mechanisms.

34
Report on Municipal Performance 2005/06
35
Presentation Overview Municipal Performance
  1. Introduction and Objectives of the report
  2. Progress
  3. Overall challenges
  4. How the report addresses previous questions from
    the Committee
  5. Way forward and future outlook
  6. Process towards the next report
  7. Conclusion

36
1. Introduction and objectives
  • 1.1 Section 46 (1), states that, a municipality
    must prepare for each financial year a
    performance report, reflecting the performance
    of the municipality and of each external
    stakeholder during that financial year, compare
    with targets and indicate measures to improve
    performance
  • 1.2 Similarly, Section 47 states that, the MEC
    for Local Government must annually compile and
    submit to the provincial legislatures and the
    Minister a consolidated report on the performance
    of municipalities in the province, reflect
    underperforming municipalities and propose
    remedial actions to be taken

37
Introduction and objectives cont
  • 1.3 This report is presented in terms of Section
    48 of the Municipal Systems Act, no 32 of 200
    which requires that, the Minister to compile and
    submit a consolidated report to Parliament and to
    MECs of Local Government on municipal performance
    according to the general key performance
    indicators and the report must be published on
    the government gazette. These indicators are
    prescribed in the Municipal Planning and
    Performance Regulations (2001)
  • 1.4 This report should also be read in
    conjunction with the dplg 2005/06 annual report
    and
  • 1.5 The report on Municipal performance was
    submitted to Parliament on 30 May 2008.

38
2. Progress
39
2.1 Overall
  • All provinces have submitted section 47 Municipal
    Performance reports by December 2007, which were
    used for the compilation of Section 48 report.
    These were supplemented by the dplg reports,
    National Treasury, Cabinet Lekgotla report for
    2006, and selected section 46 annual reports.
    Only Northern Cape submitted sec 47 reports
    for the past three financial years, i.e. 2003/04,
    2004/05 and 2005/06.
  • Eight provinces indicated that their sec 47
    reports have been submitted to their Provincial
    Legislatures for approval and 3 have been
    approved (KwaZulu Natal, Limpopo and Western Cape

40
Compliance with sec 46
  • Analysis 62 of municipalities submitted their
    sec 46 reports. Only Western Cape and Mpumalanga
    municipalities had 100 sec 46 of the MSA.
    Northern Cape indicated they relied on secondary
    data only to compile sec 47 report.

41
Progress National Sectoral
  • The dplg as a coordinating department has made
    efforts to support municipalities to implement
    the Municipal Systems Act through the development
    of the Municipal Planning and Performance
    Management Regulations, 2001.
  • Similarly National Treasury is providing handson
    support to selected municipal for the
    implementation of the MFMA.

42
Examples of case studies
  • The dplg conducted a readiness assessment of the
    Offices of the Premier as well as the provincial
    DLG on Monitoring, Reporting and Evaluation and
    challenges of fragmented systems for monitoring
    performance of municipalities were cited.
  • National Treasury conducted an audit of how much
    data is being collected in 50 municipalities and
    came out with the same results.

43
2.2 Progress Provincial and Local
44
KPA 1 Municipal Transformation and
Organisational Development
  • The KPA focuses on the capacity of a municipality
    to perform its Mandate for developmental local
    government, with emphasis on filling of
    vacancies, Employment Equity and Skills
    Development, and implementation of PMS..
  • Good Progress was reported on the filling of
    Section 57 posts ranging between 71 in Eastern
    Cape and 92 in Gauteng.
  • Percentage of women Mayors increased from 19 in
    2004 to 40 in 2006.
  • Good progress was reported on the implementation
    of Individual PMS in terms of Section 57 with all
    provinces reflecting over 70 in the filling of
    posts.

45
KPA 1 Municipal Transformation and Institutional
Development
  • Filling of Sec 57 posts

Analysis The number of vacant posts ranges from
6 in Gauteng to 29 in Eastern Cape. NC shows the
highest number (20) of acting sec 57 managers.
46
KPA 1 Municipal Transformation and Institutional
Development
  • Adoption of Performance Management Systems
    Framework

Analysis Implementation of Performance
Management System shows Improvement with rating
between 11 in Eastern Cape and 87 in Limpopo.
47
KPA 1Challenges and examples of support
  • The number of women Municipal Managers increased
    by only 1 (from 6 in 2004 to 7 in 2006).
  • The reports indicate slow progress in the
    implementation of the section 38 Organisational
    Performance Management System and in building
    organisational capabilities. As a result, some
    municipalities relied on external service
    providers to augment their capacity to implement
    PMS, usually with limited or no skills transfer.
  • Examples of provincial support to municipalities
  • KwaZulu- Natal has prepared a municipal
    recruitment framework for
  • municipalities to ensure that Sec 57 posts
    are filled and equity targets are met.
  • Free State has developed a Performance Management
    System framework.
  • Gauteng and Western Cape have conducted and
    developed a competency profile and assessments
    respectively.

48
KPA 2 Basic Service Delivery
  • The KPA focuses on the provision of basic
    services as required by the Constitution and
    progress made in meeting the targets set on the
    Vision 2014.
  • 73 of households had access to electricity
    compared to 30 in 1994.
  • Access to Free Basic Water increased from 67 in
    2005 to 71 in 2006.
  • 60 000 buckets were eradicated from the original
    number of 252 254 that were identified in 2005.
  • d. The Municipal Infrastructure Grant (MIG)
    report indicates that five out of the nine
    provinces were able to spend more than 80 of
    their MIG allocations by 2005/06 and these are
    Eastern Cape, Free State, KwaZulu-Natal, Limpopo
    and Western Cape.

49
KPA 2 Challenges and examples of support
  • Unconfirmed infrastructure backlogs and aging
    infrastructure
  • Provision of Free Basic Services in farm areas
  • Lack of managerial, technical capacity and
    Project management
  • Costs of backlog eradication
  • Delays in procurement or supply chain management
    processes
  • Examples of National and Provincial to support
    municipalities (pg 28)
  • National
  • Scaling up of hands-on support to Project
    Consolidate municipalities through Siyenza Manje
    programme.
  • Dplg provided support to municipalities on the
    implementation of the Indigent policy.
  • Provincial
  • Mpumalanga established a project management
    unit to manage MIG fund.
  • KZN supported municipalities in developing
    energy sector plans.

50
KPA 3 LED
  • The KPA focuses on the capacity of the
    municipalities in providing its economic
    development role through local economic
    development, poverty alleviation and job creation
    programmes.
  • Good progress on the establishment of the
    Municipal Infrastructure Investment Unit (MIIU)
    in creating favourable conditions between the
    private sector and government to address
    municipal infrastructure challenges since its
    inception in 1998. (pg 30)
  • A total of about 325 projects with a combined
    value of R7 billion were successfully completed
    through MIIU. (pg 31)
  • Similarly great strides were also noted in the
    employment of women and youth through the MIG
    projects, with 52 of women employed in Municipal
    Infrastructure Grant projects by 2005.

51
Challenges and examples of support
  • Provinces have not reported on the number of jobs
    created through their LED initiatives including
    the capital projects. This shows difficulty
    experiences by municipalities on reporting this
    indicator.
  • Examples of National and Provincial to support
    municipalities (pg 32)
  • National
  • dplg developed an LED framework to guide
    municipalities.
  • the dti is supporting municipalities with Samll
    Entrepeneurship Development Agency (SEDA) in
    partnership with development agencies.
  • Provincial
  • Limpopo provincial government has established a
    number of LED funds to support projects with the
    support of the European Union.
  • Western Cape deployed Local Economic Relations
    managers and conducted raodshows to assist
    municipalities with LED.
  • Free State provided support to a number of
    projects.

52
KPA 4 Municipal Viability and Financial
Management
  • The KPA focuses on the progress made by the
    municipality in ensuring its own sustainability
    and financial viability. Three general Key
    Performance Indicators are prescribed to measure
    financial viability i.e. debt coverage,
    outstanding services debts to revenue and cash
    flow.
  • Compliance with the MFMA is improving with an
    increasing number of municipalities approving
    their budgets by the deadline. The submission of
    the Annual Financial Statements to the
    Auditor-General also improved.
  • Tabling of budgets ranged between 16 to 79
    whilst adoption of budget on time ranged between
    92and 100 (see next slide).
  • Information received from provinces and National
    Treasury indicates that the aggregate municipal
    budgets doubled between 2001 and 2006 from R64
    billion to R119 billion.

53
KPA 4 Municipal Viability and Financial
Management
  • Analysis The adoption rate is overall good,
    ranging from 92 to 100.

54
KPA 4 Challenges and examples of support
  • The tabling of budgets on time ranges from 47 to
    79 in all provinces.
  • The Auditor General indicated a need to support
    municipalities on the implementation of the
    Generally Recognised Accounting Practices (GRAP).
  • Examples of National and Provincial to support
    municipalities (pg 37)
  • National
  • National Treasury has established a helpdesk and
    email facility to assist municipalities on the
    implementation of the MFMA.
  • A total number of 57 municipalities were
    assisted to complete their annual financial
    statement as well clearing backlogs.
  • Provincial
  • Western Cape Provincial Treasury established a
    debt management task team.
  • Gauteng deployed a total number of 15 chartered
    accountants to assist with billing, debt
    management, credit control and compliance with
    MFMA.
  • KwaZulu-Natal launched a best practice model on
    credit control and debt management and provided
    direct support to a number of municipalities.

55
KPA 5 Public Participation and Good Governance
  • The Constitution, Municipal Structures Act and
    the Municipal Systems
  • Act requires that Local Government should
    encourage and develop
  • processes, systems and structures for public
    participation and
  • involvement in provision of services.
  • Considerable progress has been achieved in
    establishing Ward Committees. Percentage of Ward
    Committee with Mpumalanga (100), Limpopo and
    Free State (99), Gauteng (80).
  • A total of 1295 Community Development Workers
    were deployed through the Local Government SETA
    Learnership during the reporting period,
    Mpumalanga (330), Limpopo (287), Gauteng (198)
    and Free State (480).
  • All Provinces reported that they have established
    the Premiers Coordinating Forums. Good progress
    was made in bringing government to the people in
    2005, with 15 Presidential and 53 Ministerial
    Izimbizo held nationally.

56
KPA 5 Challenges and examples of support
  • Insufficient information was provided on the
    progress made on the establishment of District
    Coordinating Forums.
  • No information on the functionality of the Ward
    Committees.
  • Implementation of the issues raised during the
    Presidential Izimbizo remains a challenge.
  • Examples of National and Provincial to support
    municipalities (pg 43)
  • National
  • The dplg developed a policy framework to guide
    municipalities on the functionality of Ward
    Committees
  • Provincial
  • Mpumalanga developed manuals for the Train the
    Trainer programme in partnership with the
    Development Bank of Southern Africa (DBSA)
  • Free State in partnership with SALGA conducted
    capacity building programme for Ward Committee
    members

57
Progress Cross Cutting Issues
  • The KPA cuts across all government programmes and
    focus on
  • processes that ensures mobilization of government
    resources across the three Spheres.
  • IDP Hearing Report shows that 98 of the
    Integrated Development Plans were adopted by
    Councils in 2006.
  • Development of Spatial Development Frameworks
    progress ranging between 60 and 100.
  • Implementation of the Disaster Management Act
    shows good progress in six provinces i.e. KZN
    (100), EC (89), Free State and Limpopo (80) NW
    (75), Gauteng (67).
  • 139 municipalities including rural and urban
    presidential nodes and 16 former cross boundary
    municipalities benefited from Project Consolidate
    technical support.

58
Cross Cutting Issues Challenges and examples of
support
  • Challenges with the credibility of the IDPs in
    different provinces and intergovernmental
    collaboration.
  • Implementation of the Disaster Management Act.
  • 43 (123) of municipalities participated in
    Municipal Performance (Vuna) Awards in 2006,
    which is a decline from 74 participation in 2003
    and 55 in 2004.
  • Examples of National and Provincial to support
    municipalities
  • National
  • The dplg developed Guidelines for PDGS and a
    template for determining the credibility of the
    IDPs aimed at strengthening the development of
    IDPs and improve participation of the national
    and provincial sectoral participation.
  • Provincial (pg 46)
  • Limpopo and KwaZulu-Natal assisted municipalities
    to develop and adopt their PDGS, Spatial
    Development Frameworks and PDGS.
  • Provinces provided support to municipalities in
    Training, installation of emergency call boxes
    etc.
  • A national template was developed and
    municipalities assisted with the completion
    thereof.

59
3. Overall challenges
  • Need to improve implementation of the Performance
    Management System
  • 3.1 Implementation of Performance Management
    System started in 2001 and all municipalities
    were required to fully implement by 2006. An
    audit of Organisational PMS which was conducted
    in 2006 revealed that only 27 municipalities were
    implementing PMS.
  • 3.2 Lack of capacity and expertise at
    municipal level to plan, implement, monitor,
    report and evaluate municipal performance. The
    position of the PMS champion is currently at a
    level below Section 57 Managers leading to
    accountability and compliance challenges.
  • 3.3 Poor linkage of the organisational
    Performance Management Systems (PMS)
    implementation to the Integrated Development
    Planning process and Service Deliver Budget
    Implementation Plan.
  • Improve Capacity
  • 3.4 Municipal councils and provincial
    legislatures play a limited oversight role in
    ensuring compliance to Sec 46 and Section 47,
    respectively.
  • 3.5 Amongst others the following major
    challenges were identified
  • PMS is an add-on function to other existing
    functions
  • Lack of knowledge and expertise to develop
    organisational PMS
  • Lack of oversight role played by legislature,
    municipal councils and communities

60
Overall challenges cont.
  • Need to improve Monitoring and Reporting
  • 3.6 Absence of prescribed format and guidelines
    for the MSA municipal performance reporting has
    led to difficulty in analysing and interpreting
    the data received from provinces.
  • 3.7 Lack of a systematic approach to the
    monitoring, reporting and evaluation of local
    government by the dplg and other stakeholders
    results in duplication of efforts. There is a
    need to streamline reporting and timeframes.

61
4. How has the report addressed previous
questions from the Committee?
  • The departments response to the questions on
    compliance were addressed through Ministerial
    letters to the
  • Premiers
  • Provincial Speakers and
  • Provincial MECs

62
5. Way forward and future outlook OUTLOOK
2006-2011 (Addressing the overall challenges)
63
Addressing challenges
  • Improving the implementation of PMS in the
    municipalities
  • 5.1 Development and implementation of a National
    PMS Implementation Strategy
  • 5.2 Profiling of municipalities performing below
    selected PMS development and implementation
    standards to ensure targeted strategic
    interventions
  • 5.3 The dplg in partnership with the Provincial
    Departments of Local Government will roll out
    technical hands-on support to identified
    municipalities. From the case studies, a PMS Good
    Practice Model and Toolkit will be developed and
    replicated to identify municipalities lagging
    behind with the PMS implementation.
  • 5.4 Review of dplgs Performance Management
    Guidelines for municipalities (2001) to ensure
    synergy with the MFMA. 6.9 Harmonization,
    alignment and integration of MSA and MFMA
    reporting requirement and timeframes.
  • 5.5 Hands on support to low and medium capacity
    municipalities will be provided to ensure
    development and implementation of Performance
    Management Systems.

64
Addressing challenges
  • Capacity Building
  • 5.6 SALGAs capacity building interventions will
    be strengthened to support municipal councils in
    providing their oversight role in the
    implementation of Performance Management Systems
    to ensure compliance with Sec 46.
  • 5.7. In particular, focus will shift towards
    capacity building to carry out mandated
    service-delivery responsibilities for the entire
    municipal area.
  • 5.8. Implementation of the 5-Year Local
    Government Strategic Agenda will focus on the
    mobilisation of national and provincial
    departments, SALGA and other relevant strategic
    partners to build capacity in municipalities.
  • Monitoring and Reporting
  • 5.9 The dplg will work with provinces to develop
    a systematic approach to the monitoring,
    reporting and evaluation of local government, and
    to date a national template has been developed to
    guide the development of Section 46, Section 47,
    and 48 reports.

65
6. Key Success Factors
  • The consistent and structured reporting will be
    realised through
  • the following Key Success Factors
  • The political will and support by Premiers, Local
    Government MECs, Provincial Speakers and
    Councilors and a meaningful and visible oversight
    role in ensuring compliance to Section 46 and 47
    reporting requirements.
  • SALGAs intervention, capacity building and
    support to municipalities.
  • Accountability and commitment towards service
    delivery.
  • Establishment of Monitoring, Reporting and
    Evaluation structures at National, Provincial and
    Local level.

66
7. Process towards the drafting of the next
reports
  • The process towards the development of 2006/07
    report has commenced.
  • Hands-on support will be provided to provinces to
    finalise their section 47 reports.
  • Discussions are underway with National Treasury
    and the Office of the Auditor General to
    streamline, standardise and confirm timeframes
    for reporting by municipalities.

67
8. Conclusion
  • This first Section 48 report on municipal
    performance has revealed the extent to which
    further investment is needed and municipalities
    will be assisted to monitor and report on service
    delivery.

68
Intergovernmental Relations Framework Act
69
Presentation Overview IGR Framework Act
  1. Introduction and objectives of the Report
  2. Progress
  3. Challenges
  4. How challenges have been addressed
  5. Way forward and future outlook
  6. Conclusion

70
1. Introduction and objectives
  • The IGR Inaugural report is developed in
    compliance with Section 46 of the IGRF Act
    promulgated on the 15 August 2005.
  • The purpose of the report is to
  • Inform government on the status of
    implementation of the Act
  • Assess the conduct of intergovernmental relations
    in the Republic and
  • Provide a set of qualitative and quantitative
    indicators to be utilised as basis of measure for
    future reports.
  • Not yet sufficient empirical data at to undertake
    a comprehensive practitioners based impact study
    on intergovernmental relations, thus
  • The Report draws from secondary data sources
    within and outside of government, e.g. PRC,
    Reports on 5-Year LGSA, Provincial IGR Reports,
    research commissioned for the 15 year review and
    various research studies.

71
2. Progress Overview
  • 2.1 Overall Progress
  • Progress is dependent upon
  • The level of cooperation between the three
    spheres of government
  • The degree to which each spheres discharges its
    constitutional responsibilities based upon
    principles of interrelatedness and
  • Conscious fostering of cohesive government and
    commitment to development outcomes.
  • Demonstrable progress is evident in the areas of
  • 2.2 Systemic Issues evolution and
    institutionalisation
  • National, Provincial and District IGR Forums
    established district / provincial forum
    interaction improving
  • Recognition of strategic role of IGR structures
    to foster integration and alignment on key
    government-wide progammes and
  • Functionality improving - application of IGR
    processes and instruments internal procedure,
    adoption of resolutions, IGR policy development.
  • (See Report Pgs 23,24)

72
Progress Overview
  • 2.3 Governance and development
  • Improved management of disputes and
    interventions
  • (See Report P. 53)
  • Improved fiscal certainty and predictability
    (MIG, DORA, ES, MTBS, Provisions of MSA on
    assignments performance budgeting and the MTEF
    and ENE). (See Report Ps 28,29)
  • 2.4 Integrated planning and service delivery
  • Progressive improvement in alignment of policy
    and planning within and across spheres credible
    IDPs, provincial and district-wide coordination
    cross-cutting IG implementation of strategic
    priorities of the LGSA.
  • (See Report P.20)
  • 2.5 Monitoring and support
  • Intergovernmental support to local government
    transformation agenda and
  • government-wide monitoring, evaluation and
    support regulatory oversight and support
    critical in a decentralised system with
    overlapping functional powers, and with policy
    implementation and service delivery challenges.
  • (See Report P.54)

73
Progress provincial and local dynamics
  • Intergovernmental relations fosters the whole of
    government approach to business unusual for
    accelerated service delivery, providing for
  • Greater emphasis on effective governance for
    successful integration of national priorities in
    local spaces (e.g. objectives of Vision 2014
    given expression through the LGSA, ASGISA,
    Project Consolidate).
  • (See Report P.33, P. 47)
  • And for
  • Progress in functional coordination application
    of powers and functions to promote development in
    local spaces, providing for
  • Improved provincial and local coordination in
    planning and alignment (PGDS, IDP, LED) for
    service delivery, infrastructure development and
    a conducive environment for growth and
    development strategies.
  • Use of Implementation Protocols Former Cross
    Boundary Municipalities.
  • (See Report Ps 39-42, the URP Case Study P.42,
    Mini Case Studies )

74
Progress provincial and local dynamics
  • There is recognition that inclusive local
    economies require coordinated action of all
    spheres and sectors of government and the support
    of national and provincial depts.
  • The LGSA is standing item on PCF agendas OtPs
    and DLGs.
  • IGR Forums provide point of coordination and
    strategic direction for regional growth and
    development
  • (See Report P. 23 for N. Cape
    PCF role in bucket system eradication and
    Reduction in Infant Mortality Programmme)
  • Role of intergovernmental stakeholder networking
    between government and non-government partners
    in successful service delivery and development
    outcomes.
  • Case Study See Free State Provincial Govt and
    Mangaung Host City 2010, for cooperation in
    working relationships between city and province
    for major international sporting event.
  • (See Report P.46)

75

Progress overview national and sectoral dynamics
  • Intergovernmental structural tensions are
    embedded in the cooperative governance system
    which provides for the practice of concurrency
    between national and provincial spheres (powers
    and functions)
  • Performance of functions is institutionalised
    via
  • The Strategic Planning Cycle
  • The Programme of Action
  • Cluster Committees
  • Technical Committees
  • The 17 sector-based IGR Forums
  • Sector engagements for implementation of
    government programming Apex projects
  • (See Report P. 44)
  • Conflict over performance of functions
  • In the case of disputes or the need for
    interventions arising from structural tensions or
    conflicts at provincial or local level, a
    comprehensive framework for Dispute Resolution
    has been put in place that offers adversaries a
    procedural and non-judicial route to settlements.
  • (See Report P. 48-50)

76

Progress overview national and sectoral
dynamics
  • Integrating policy, planning and fiscal
    mechanisms for joint work demands sophisticated
    budgetary and policy coordination at national
    level.
  • Sector management of coordination
  • Sector policy frameworks and master plans require
    knowledge of the Constitutional Schedules, and
    management of concurrency e.g.
  • Joint programming for Land and Agrarian Reform
  • Housing Accreditation
  • Integrated infrastructure water, transport,
    electricity, roads, transport, clinics, schools
  • Integrated Human Settlements
  • Renewal Projects and delivery within Presidential
    Nodes
  • Implementation Protocols can provide for
    innovation in application of sector plans in
    local spaces. (e.g. The Urban Renewal Programme
    N. West and N. Cape FCB agreements re Transport,
    Roads and Community Safety)
  • (See Report pages 39-41 42- 45).

77

3. Challenges Overall
  • The key challenge for IGR in South Africa is to
    provide the platform from which to drive the
    goals of a developing state. Central to this
    objective is overcoming the conditions that
    characterise the second economy, those of poverty
    and underdevelopment (See Report P. 63)
  • The Ten Year Review referred to the need to
    improve the performance of the democratic
    state.
  • IGR competency is one of the core mechanisms
    needed to build performance, at all levels of
    government. The heart of the challenge is a
    simple prescription
  • ..greater and more effective engagement between
    the three spheres of government in needed order
    to promote a more stable and responsive system of
    government (See Report P. 63)
  • To be applied in the fields of
  • Policy alignment and coordinated implementation
  • Innovation in growth and development initiatives
  • Compliance with standards and legislation
  • Commitment to intergovernmental cooperation

78
Challenges provincial and local dynamics
  • Intergovernmental Policy and Planning
  • The complex components of the intergovernmental
    policy formulation, planning
  • and implementation frameworks must finds forms of
    interrelatedness to
  • Unlock development potential
  • Strategically utilise structures and forums
  • Engage across spheres
  • Ensure sub-national input
  • However
  • Clarification of functional competencies in
    Schedules 4 and 5 of the Constitution is needed
    to optimise the distribution across spheres of
    government.
  • There are pressures and tensions arising from the
    Two-Tier System of Local Government.
  • National depts in concurrent functions do not
    always exercise ad
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