Annual Performance Plan 2014/2015 - Western Cape€¦ · 2014/2015 Local Government Annual...

Local Government

Annual Performance Plan 2014/2015

Local Government

Western Cape Government

Date of tabling: March 2014

2014/2015

Local Government Annual

Performance Plan

LP APP_10 draft_25Feb.indd 2 25/02/2014 15:06

1LoCaL GovernMent annuaL PerforManCe PLan 2014 / 2015

FOREWORD

This is the last year of my Department’s fi ve year strategic plan. We have achieved what we set out to achieve fi ve years ago. We will use this fi nal year to deepen the impact of our engagement with Municipalities.

I am happy to report that we have assisted municipalities to improve their governance. This has led to improved audit outcomes of our municipalities. To complement this, the December 2013 edition of the productivity index indicates that seven of the top ten performing municipalities in the country are from the Western Cape. My Department, along with other key stakeholders, has supported municipalities to consistently achieve 99% expenditure of MIG funds over the past few years. This reached 100% expenditure for the municipal reporting period ending June 2013. These are the fruits of the Department and its partners, who work tirelessly to ensure that the lives of our citizens are improved.

Though some municipalities show improvement, we know that service delivery at local level does not always reach the intended benefi ciaries effectively. This can be attributed to a number of factors such as:

• Lack of skills in key focus areas at local government level;

• Weak integration of planning and budgeting;

• Inadequate dissemination of information or communication with the communities; and

• Governance challenges.

To overcome these challenges we need to ensure that those who are in a position of responsibility are called upon to account. I am pleased to mention that for the fi rst time, as part of fulfi lling its mandate to monitor performance in municipalities, the Department will undertake an assessment of performance agreements of section 57 appointees against Service Delivery and Budget Implementation Plans (SDBIP). This will assist in checking the match between the IDP and the performance agreements of these appointees. Added to this, my Department will continue to provide tailor-made programmes aimed at strengthening and supporting the institutional and organisational capacity of municipalities to be able to fulfi l their developmental and constitutional responsibilities.

When departments fail to work together, the developmental mandate of local government becomes diffi cult to achieve. Since its introduction IDP indabas and IDP assessments have gained strength, with many key departments participating. This demonstrates that IDP is key to achieving better integration and coordination.

Local government is the sphere of government which is often referred to as being closest to people. It therefore has a key developmental role to play, amongst others making sure that people are at the centre of local government development initiatives. Public Participation plays a critical role in this regard. As a further means of supporting municipalities in strengthening public participation, the department will continue to support them through the development of ward committee operational plans that are context-specifi c and community empowering.

Together we will continue to put forward the vision of the developmental role of local government which is centred on working with local communities to fi nd sustainable ways to meet their needs and improve the quality of their lives.

________________________________________

AW BredellMINISTER OF LOCAL GOVERNMENT, ENVIRONMENTAL AFFAIRS AND DEVELOPMENT PLANNING


2 LoCaL GovernMent annuaL PerforManCe PLan 2014 / 2015

OFFICIAL SIGN-OFF

It is hereby certifi ed that this Annual Performance Plan:

• Was developed by the management of the Department of Local Government (DLG) under the guidance of Provincial Minister of Local Government, Environmental Affairs & Development Planning, Mr A Bredell,

• Was prepared in line with the current Strategic Plan of the Department of Local Government, and

• Accurately refl ects the performance targets which the Department of Local Government will endeavour to achieve, given the resources made available in the budget for 2014/15.

Mrs B Sewlall-Singh Signature: ___________________________Chief Financial Offi cer

Mr A Dlwengu Signature: ___________________________Director: Policy and Strategic Support

Dr H Fast Signature: ___________________________Accounting Offi cer (Head of Department)

Approved by:

Mr AW Bredell Signature: ___________________________Executive Authority



LIST OF ABBREVIATIONS

1. AFS: Annual Financial Statements.

2. AO: Accounting Officer.

3. AOS: Accounting Officers System.

4. CBOs: Community Based Organisations.

5. CDW: Community Development Worker.

6. CWP: Community Work Programme.

7. DBSA: Development Bank of South Africa.

8. DCF: District Co-ordinating Forum.

9. DCOG: Department of Co-operative Governance.

10. DLG: Department of Local Government.

11. DM: District Municipality.

12. DPME: Department of Monitoring and Evaluation.

13. FMPPI: Framework for Managing Programme Performance Information.

14. GIS: Geographic Information System.

15. HIV& AIDS: Human immunodeficiency virus infection & acquired immunodeficiency syndrome.

16. ICT: Information and Communications Technology.

17. IDPs: Integrated Development Plans.

18. IGPBF: Intergovernmental Planning and Budgeting Framework.

19. IGR: Intergovernmental Relations.

20. LED: Local Economic Development.

21. LGSETA: Local Government Sector Education Training Authority.

22. LGTAS: Local Government Turn Around Strategy.

23. LUMS: Land Use Management System.

24. M&E: Monitoring and Evaluation.

25. MFMA: Municipal Finance Management Act.

26. MGRO: Municipal Governance Review and Outlook.

27. MIG: Municipal Infrastructure Grant.

28. MIGMIS: Municipal Infrastructure Grant Management Information System.

29. MINMAY: Forum of Provincial Minister of Local Government & Executive Mayors.

30. MINMAYTECH: Forum of the Head of Department: Local Government & Municipal Managers.

31. MISA: Municipal Infrastructure Support Agency.

32. MPAT: Management Performance Assessment Tool.

33. MPM: Municipal Performance Monitoring.

34. MPRA: Municipal Property Rates Act, 2004 (Act 6 of 2004).

35. MSA: Municipal System Act, 2000 (Act, 32 of 2000).

36. NCOP: National Council of Provinces.

37. NDP: Neighbourhood Development Plan.

38. NSDP: National Spatial Development Perspective.



39. NSRI: National Sea Rescue Institute.

40. OPMS: Organisational Performance Management System.

41. PCF: Premier’s Co-ordinating Forum.

42. PFMA: Public Finance Management Act, 2003 (Act 56 of 2003).

43. PGMTEC: Provincial Government Medium Expenditure Committee.

44. PMS: Performance Management System.

45. PS0: Provincial Strategic Objective.

46. PSDF: Provincial Spatial Development Framework.

47. PT: Provincial Treasury.

48. PTI: Provincial Training Institute.

49. RMT: Regional Management Teams.

50. SALGA: South African Local Government Association.

51. SAMSA: South African Maritime Safety.

52. SCM: Supplier Chain Management.

53. SDBIP: Service Delivery & budget Implementation Plan.

54. SDF: Spatial Development Framework.

55. SDI: Service Delivery Integration.

56. TSC: Thusong Services Centres.

57. WC: Western Cape.



TABLE OF CONTENTS

PART A: STRATEGIC OVERVIEW ................................................................................................................................... 7

1. VISION ..................................................................................................................................................................... 7

2. MISSION .................................................................................................................................................................. 7

3. VALUES ..................................................................................................................................................................... 7

4. LEGISLATIVE AND OTHER MANDATES .................................................................................................................... 7

4.1. CONSTITUTIONAL MANDATES ........................................................................................................................ 7

4.2. LEGISLATIVE MANDATES ................................................................................................................................. 7

4.3. OTHER LOCAL GOVERNMENT LEGISLATION ................................................................................................ 8

4.4. TRANSVERSAL LEGISLATION ........................................................................................................................... 8

4.5. LOCAL GOVERNMENT POLICY MANDATES ................................................................................................. 8

4.6. OTHER POLICY MANDATES ............................................................................................................................ 8

4.7. PLANNED POLICY INITIATIVES ...................................................................................................................... 10

5. SITUATIONAL ANALYSIS.......................................................................................................................................... 10

5.1. PERFORMANCE ENVIRONMENT .................................................................................................................. 10

5.2. ORGANISATIONAL ENVIRONMENT ............................................................................................................. 11

5.3. STRATEGIC PLANNING PROCESS ................................................................................................................ 12

6. STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTION ......................................................................... 13

6.1. ALIGNMENT OF STRATEGIC GOALS WITH NATIONAL OUTCOME 9 AND PROVINCIAL STRATEGIC OBJECTIVE 10 ............................................................................................................................ 13

6.2. ALIGNMENT WITH THE NATIONAL DEVELOPMENT PLAN ........................................................................... 14

6.3. METACOG LINKS .......................................................................................................................................... 16

PART B: STRATEGIC OBJECTIVES ................................................................................................................................ 17

7. BUDGET PROGRAMME STRUCTURE ..................................................................................................................... 17

8. STRATEGIC OBJECTIVES ........................................................................................................................................ 17

9. STRATEGIC OBJECTIVES AND PROGRAMME PERFORMANCE INDICATORS .................................................... 21

9.1 PROGRAMME 1: ADMINISTRATION ............................................................................................................. 21

9.2 PROGRAMME 2: LOCAL GOVERNANCE ..................................................................................................... 24

9.3 PROGRAMME 3: DEVELOPMENT AND PLANNING ...................................................................................... 40

PART C: LINKS TO OTHER PLANS ................................................................................................................................. 59

ANNEXURE A:

orGanISatIonaL StruCture .................................................................................................................................. 60

ANNEXURE B:

The technical indicator descriptions have not been printed with this document, however they can be found on the internet (http://www.Westerncape.Gov.Za/eng/your_gov). ....................................................... 61


LocaL Government annuaL Performance PLan 2014 / 20156


LocaL Government annuaL Performance PLan 2014 / 2015 7

PART A: STRATEGIC OVERVIEW

1. VISION

Developmental and well-governed municipalities with integrated, sustainable and empowered communities.

2. MISSION

the mission of the Department of Local Government is:

a) To capacitate municipalities to deliver quality services to communities,

b) To promote participative, integrated and sustainable communities,

c) To ensure municipal plans reflect national, provincial and local priorities and resources through sound intergovernmental relations (IGR),

d) To be the first port of call of municipalities for advice and support, and

e) To facilitate delivery through sound administration and the engagement of all spheres of government and social partners.

3. VALUES

The Department’s values are the same as the five provincial values, namely:

• Caring,

• Competency,

• Accountability,

• Integrity, and

• Responsiveness.

4. LEGISLATIVE AND OTHER MANDATES

4.1. Constitutional Mandates

The Constitution of the Republic of South Africa, 1996 provides the national overarching framework for the work of all government departments in South Africa. Chapter 7 outlines the objectives and mandates in respect of local government. The following mandates for the Department of Local Government can be extracted from this:

• To establish municipalities consistent with national legislation,

• To support and strengthen the capacity of municipalities,

• To regulate the performance of municipalities in terms of their functions listed in schedules 4 and 5 of the Constitution,

• To intervene where there is non-fulfillment of legislative, executive or financial obligations, and

• To promote developmental local government.

4.2. Legislative Mandates

The White Paper on Local Government (1998) and the subsequent package of related legislation (outlined below) provide the national context for local governance across the country.

a) Local Government: Municipal Demarcation Act, 1998 (Act 27 of 1998)

This Act aims to provide for criteria and procedures for the determination of municipal boundaries by an independent authority.



b) Local Government: Municipal Structures Act,1998 & Local Government: Municipal Systems Act, 2000 (Act 32 of 2000)

Together these acts describe the political decision-making systems which apply to different categories of municipalities. They define the powers and duties of various role players, regulate the delegation of powers and provide a code of conduct to govern both councillors and officials. In so doing, they provide the benchmark against which Provincial Government needs to regulate, monitor, support and co-ordinate municipalities under its jurisdiction.

c) Local Government: Municipal Finance Management Act, 2003 (Act 56 of 2003) (MFMA)

This Act aims to secure sound and sustainable management of the financial affairs of municipalities as well as to establish norms and standards against which the financial affairs can be monitored and measured.

d) Local Government: Municipal Property Rates, Act 2004 (Act 6 of 2004) (MPRA)

This Act aims to regulate the power of a municipality to impose rates on property, excludes certain properties from rating in the national interest, makes provision for municipalities to implement a transparent and fair system of exemptions, reduces and rebates through their rating policies, makes provision for fair and equitable valuation methods of properties, makes provision for an objections and appeals process, amends the Local Government: Municipal Systems Act, 2000, to make further provision for the serving of documents by municipalities, and amends or repeals certain legislation.

e) Disaster Management Act, 2002 (Act 57 of 2002)

This Act provides for integrated and co-ordinated disaster management focused on rapid and effective response to, and recovery of disasters, as well as the reduction of disaster risk. It also provides for the establishment of provincial and municipal disaster management centres. The Act provides a framework under which the Provincial Disaster Management Centre operates and liaises with municipalities and relevant stakeholders on disaster related matters.

f) Intergovernmental Relations Framework Act, 2005 (Act 13 of 2005)

This Act aims to establish a framework for national government as well as provincial governments and municipalities to promote and facilitate inter-governmental relationships and to provide mechanisms and procedures to facilitate the settlement of intergovernmental disputes.

4.3. Other Local Government Legislation

In addition to the constitutional mandate, local government is guided by other pieces of legislation namely:

• Fire Brigade Services Act, 1987 (Act 99 1987),

• National Veld and Forest Fire Act, 1998 (Act 101 of 1998),

• Development Facilitation Act, 1995 (Act 65 of 1995),

• Local Government Laws Amendment Act, 2008 (Act 19 of 2008),

• Land Use Planning Ordinance, 1985 (Ord. 15 of 1985),

• Less Formal Township Establishment Act, 1991 (Act 113 of 1991),

• Western Cape (WC) Less Formal Township Establishment Amendment Act, 2007 (Act 6 of 2007),

• Western Cape Determination of Types of Municipalities Act, 2000 (Act 9 of 2000),

• Remuneration of Public Office Bearers Act, 1998 (Act 20 of 1998),

• Western Cape Privileges and Immunities of Councillors Act (Act 2 of 2011),

• Consumer Protection Act, 2008 (Act 68 of 2008), and

• Spatial Planning and Land Use Management Act, 2013 (Act 16 of 2013).



4.4. Transversal Legislation

A series of transversal administrative requirements impact on the work of the department across all its various functions, namely:

• Public Service Act, 1994 (Act 103 of 1994) and Public Service Regulations of 2000,

• Public Finance Management Act, 1999 (Act 1 of 1999) and National Treasury Regulations,

• Annual Division of Revenue Act,

• Skills Development Act, 1998 (Act 97 of 1998),

• Skills Levy Act, 1999 (Act 9 of 1999),

• Employment Equity Act, 1998 (Act 55 of 1998),

• Labour Relations Act, 1995 (Act 66 of 1995),

• Basic Conditions of Employment Act, 1997 (Act 75 of 1997),

• Occupational Health and Safety Act, 1993 (Act 85 of 1993),

• Municipal Electoral Act 2000 , (Act 27 of 2000),

• Promotion of Access to Information Act 2000, (Act 2 of 2000),

• Promotion of Equality and Prevention of Unfair Discrimination Act 2000, (Act 4 of 2000),

• Promotion of Administrative Justice Act, 2000 (Act 3 of 2000),

• National Archives and Record Service of South Africa Act, 1996 (Act 43 of 1996), and

• Provincial Archives and Records Service of the Western Cape Act, 2005 (Act 3 0f 2005).

4.5. Local Government Policy Mandates

The following provides the policy framework for Local Government:

• White Paper on Local Government, 1998,

• National Local Government Turn Around Strategy 2009,

• Local Government Anti-Corruption Strategy, 2006,

• Free Basic Services Policy, 2000/01, and

• National Public Participation Framework, 2007.

4.6. Other policy mandates

The work of Local Government is also affected by the following policy mandates:

• Provincial Strategic Objective 10: Integrating Service Delivery for Maximum Impact,

• Western Cape Disaster Management Framework, 2010,

• Batho Pele principles,

• Policy Framework for Government-Wide Monitoring and Evaluation (M&E) System, 2007,

• Framework for Managing Programme Performance Information, 2007 (FMPPI),

• South African Statistical Quality Assurance Framework, 2007,

• National Spatial Development Perspective, 2002 (NSDP),

• Provincial Spatial Development Framework, 2009 (PSDF),

• National Disaster Management Framework, 2005,

• National Development Plan (Vision 2030),

• National CDW Master Plan, and

• Provincial CDW Master Plan.



4.7. Planned Policy Initiatives

• Provincial Integrated Planning and Budgeting Framework

5. SITUATIONAL ANALYSIS

5.1. Performance Environment

Statistics South Africa in 2013 estimated the population of the province to be 6 016 900 with an estimated increase at a rate of about 1.34% per annum. As of October 2013, life expectancy in the province is projected at 64.2 for males and 70.1 for females. This is 2.5 years more when compared to people living in the Gauteng Province, which has the second highest life expectancy. This has a bearing not only on understanding the current level of provision of basic services but to prepare for the future.

The 2013 General Household survey indicates that between 2010 and 2012, the province recorded an improvement in access to basic services, with access levels ranging from 90% to 99% on water, sanitation, refuse removal and electricity. Access to basic services is an important indication of the performance of municipalities in the provision of services to their communities. In addition, access to basic services has a huge role to play in improving the life expectancy of people of this province.

The Department is aware of the challenges municipalities face such as operations and maintenance of existing infrastructure. To address this, the Department supported districts to compile comprehensive water and sanitation bulk infrastructure master plans. The Department will continue to support municipalities with the development and implementation of programmes for upgrading and financing their infrastructure.

In order for municipalities to be able to render basic services to communities, they have to be able to generate their own revenue through the provision of utility services. Some municipalities are faced with a situation whereby rates and other sources of revenue are very little in relation to what is required for the municipality to be self-sustainable.

Municipalities are experiencing an increasing difficulty in recovering the full costs associated with trading services such as electricity, water, waste management and waste water management. This is further exacerbated by the fact that little or no consideration is given to overhead costing and the impact it has on the total cost of providing the service. This inability to collect revenue has a negative effect on the municipalities’ cash flows, their ability to grow as institutions and ultimately affects their ability to provide the basic services.

Good governance is central to creating and sustaining an enabling environment for development. Poor governance undermines development and results in people having little trust in local government. The Department has a responsibility to support municipalities to learn new ways of governing with the public as active partners in ongoing development.

One of the pillars of good governance and curbing fraud and corruption is compliance with laws and prescripts. The Department will continue to support municipalities with the development of a Compliance Model which covers both financial and non-financial compliance. This system is designed to assist municipalities and keep them updated with the latest legislative changes.

Municipalities which have been implementing the Compliance Model for the past year have embraced it, saying that they were not aware of certain critical compliance issues and that it also added to the performance measurement and assessment of staff. When all Western Cape municipalities are on the system and the Department implements the provincial hub, compliance will improve and will be measured more comprehensively.

One of the biggest challenges facing government is making information available to communities. Providing information and resources to communities will empower them to become self-reliant and assertive about their ability to guide their own development. The Community Development Worker (CDW) Programme helps community members to obtain information and resources from various stakeholders so that they can meet their needs, realise their aspirations and maintain their well-being.



The CDW programme, along with the Thusong programme, places communities at the centre of the development process by bringing the much needed government services closer to where people live. These programmes continue to be the link between the government and the community.

Integrated Development Planning (IDP) is a development tool which can fast track service delivery. The assessment of IDPs has shown that IDPs in the province are implementable. However, in some cases, the quality of IDPs does not always lead to improved service delivery in communities. There is a need to deepen the implementation of IDPs in communities, that need to see tangible differences in their communities. To respond to this challenge, the Department introduced Area Based/ Neighbourhood Development Planning which provides practical projects to be implemented in under serviced-areas. This planning approach, coupled with the Community Based Planning, is key to ensuring that small communities have practical and implementable plans.

One of the shortcomings in the planning environment relates to weak horizontal and vertical coordination amongst spheres of government. There is a need to strengthen collaboration and strategic coordination across the board. To this end, the Department has introduced the Intergovernmental Planning and Budgeting Framework (IGPBF), which is aimed at ensuring that municipalities and provincial sector departments participate in a coherent provincial planning and budgetary process that will fast track and promote sustainable and integrated service delivery. As part of the IGBPF, the Department has introduced the IDP Indaba, a platform for municipalities and province to coordinate joint planning and implementation to ensure that municipal IDPs inform provincial and national planning and vice versa.

Public Participation will only become a reality if it becomes a process generated from the public itself. Ward Committees have made a significant contribution in this regard, however, some municipalities still face challenges in having functional and effective ward committees. The Department has therefore placed a strong emphasis on supporting municipalities to ensure functional and effective ward committee systems as well as effective communication between municipalities and communities.

The Department has a responsibility to coordinate disaster preparedness and response. The challenge faced by the Department is that the municipal fire and rescue services and disaster management centres in the Western Cape face capacity challenges due to a lack of formal training centres. This results in services not able to safely and effectively respond to the range of incidents that they may be called to. Services are also not able to adequately perform the various support functions required for the effective functioning of emergency services, including Fire Safety, Fire Investigation, Rescue, Public Information and Awareness and Risk Reduction. To mitigate this, the Department will embark on the development of the Wolwekloof Public Safety Academy in partnership with the Department of Community Safety and the national EPWP “Working on Fire” Programme.

5.2. Organisational Environment

The Department filled 90% of its posts with 10% vacant as at end March 2013. A focus was on filling financial accounting and internal control of its posts, to ensure handover of all corporate services functions from the Department of Human Settlements.

The Department participated in the Management Performance Assessment Tool (MPAT) process, which is a tool that was developed by the Department of Monitoring and Evaluation (DPME) in the Presidency. This tool is mainly to measure corporate services of all Departments in the country. The Department is proud that it managed to be one of the top 20 Departments.



Employment and vacancies by programme, as at 31 March 2013

Programme Number of funded posts

Number ofposts filled

Vacancyrate %

Number of persons additional

to the establishment

Vacancy Rate taking additional staff into account

Administration (Programme 1)

50 35 30% 2 26%

Local Governance(Programme 2)

277 263 5.1% 2 4.3%

Development and Planning (Programme 3)

52 44 15.4% 6 3.8%

Total 379 342 10% 10 7%

Employment and vacancies by salary bands, as at 31 March 2013

Programme Number of funded posts

Number ofposts filled

Vacancyrate %

Number of persons additional

to the establishment

Vacancy Rate taking additional staff into account

Lower skilled (Levels 1-2)

0 0 0 0 0%

Skilled (Levels 3-5) 20 17 15% 6 0%

Highly skilled production (Levels 6-8)

232 216 6.9% 2 6%

Highly skilled supervision (Levels 9-12)

110 93 15.5% 2 14%

Senior management (Levels 13-15)

17 16 5.9% 0 5.9%

Total 379 342 10% 10 7%

5.3. Strategic Planning Process

Similar to the processes followed in the previous year, the Department started its process in June 2013 with Directorates convening strategic planning sessions. Chief Directorate’s planning sessions were facilitated to ensure that there is synergy between what various Directorates are doing.

Subsequent to these sessions, there was a Departmental Strategic Planning session in August guided by priority areas identified by the Minister. Managers were asked to reflect on whether their plans are still in line with the Departmental five year strategic plan. They were also requested to review indicators to ensure relevancy and to indicate how they plan to take their work to the next level.

The key message out of these sessions was the need to scan the environment. During the Municipal Governance Review and Outlook (MGRO) engagements in September 2013, the Department identified the needs of municipalities, and at a management meeting managers undertook an exercise to align their plans with the requests of the municipalities. Feedback on what the Department is able to provide was given to Municipal



Managers at a forum where municipalities were requested to prioritise, and those Priorities, informed this Annual Performance Plan and also formed the basis of the Department’s engagement during the Provincial Government Medium Expenditure Committee (PGMTEC) process.

6. STRATEGIC OUTCOME ORIENTED GOALS OF THE INSTITUTION

6.1. Alignment of Strategic Goals with National Outcome 9 and Provincial Strategic Objective 10

National Outcome 9 Outputs PSO 10 Outcomes Department’s 5 year Strategic Goals

Implement a differentiated approach to Municipal Financing, Planning and Support

not applicable: national responsibility

not applicable: national responsibility

Implement the Community Work Programme and Cooperatives Supported

Improved citizenaccess to andsatisfaction withgovernment services

Unlocked opportunities for communities through improved access and active community participationDeepen Democracy through a

refined Ward Committee Model

Actions supportive of Human Settlement Outcomes

Municipalities that arecapacitated to deliveron their constitutionalmandate

Well maintained municipal infrastructure

Improved access to basic services

Improved Municipal Financial and Administrative Capability

Coordinated provincial support to municipalities

Compliant and accountable municipalities underpinned by good governance

Single Window of Coordination Reduced reportingburden formunicipalities

effective monitoring of local government

effective Intergovernmental relations

Aligned provincial andmunicipal priorities &programmes

Effective Integrated Development Planning by all spheres of government that accelerates service delivery within municipal areas



6. . Alignment with the National Development Plan

NDP Chapter Objective DLG Response

3. Economy and employment Implementation of public employment programmes

• Oversight over the Community Work Programme

4. Economic Infrastructure Adequate supplies of services such as water and electricity

• Support municipalities with bulk infrastructure planning and implementation (including on water conservation issues)

5. Environmental sustainability and resilience

Improved disaster preparedness for extreme climate events

• Assist municipalities and government Departments with the development of disaster preparedness plans

• Facilitate disaster risk reduction through analysis of municipal IDPs and Spatial Development Plans

6 Inclusive rural economy Support to rural residents • Ensure access to government services for people living in rural areas through Thusong mobiles

8. Transforming Human Settlements

Reforms to the current planning system for improved co-ordination

• facilitate engagements on implementation of IDP priorities and budget alignment (IDP Indaba)

Incentives for citizen activity for local planning & development of spatial compacts

• Provide training to municipalities to increase meaningful citizen participation in IDP

• Support municipalities to prepare and implement Neighbourhood Development Plans

13. Building a capable and developmental state

Stabilise the political-administrative interface

• Provide support on the code of conduct for municipal councillors and officials

Make public service and local government careers of choice

• Assist municipalities to strengthen their capacity

• Provide skills development opportunities to municipal staff through LGSETA initiative

Develop technical and professional skills

• Municipal bursary scheme facilitate an engineering internship in Local Government Turn Around Strategy (LGTAS) municipalities supported by the Municipal Infrastructure Support Agency (MISA) Programme

Improve relationship between the three spheres of government

• Convene provincial IGr meetings and provide support to district IGR forums

Mainstreaming citizen participation

• Build the capacity of municipalities and other stakeholders on IDP public participation

• Ward committee training



NDP Chapter Objective DLG Response

14. Fighting corruption High adherence to ethics throughout society and a government that is accountable to its people

• Run campaigns to promote protected disclosures among municipal officials

• Support municipalities with the implementation of anti-corruption strategies

• Support municipalities to reduce incidences of unethical conduct

15. Nation Building and Social Cohesion

Equal opportunities, inclusion and redressPromote citizen participation in forums such as IDP, Ward Committees

• Facilitate increased access to critical government services (Thusong & CDW Programmes)

• Provide support to municipalities with ward committee functionality, communication strategies and the development of ward operational plans

• Conduct information sessions with communities on topics such as HIV& AIDS, crime, drug abuse, know your service rights, domestic violence, and women empowerment



6.3. Metacog Links

Area Link

Public Employment Programmes-Increasing employment – Reducing poverty

• Oversight over the Community Work Programme (CWP)

Public Employment Programmes-Increasing employment – Reducing poverty

• Municipal Bursary programme • Coordination of LGSETA initiative

Governance, Integration, partnerships, spatial targeting, active citizenry and capable state.

• Support is provided to municipalities to deal with governance related issues,

• Thusong mobiles and centres promote integration of services

Governance, Integration, partnerships, spatial targeting, active citizenry and capable state

• CDW programme• IGR and DCF Fora • Training to ward committees• Monitor and support municipalities to report on

performance • Shared Services • IDP as a single window of coordination - IDP Indaba

Promoting economic growth (GDP-investment, government spending)

• Support municipalities with bulk infrastructure planning and implementation



PART B: STRATEGIC OBJECTIVES

7. BUDGET PROGRAMME STRUCTURE

Local Government Programme Structure

Administration 1.1 Office of the MEC1.2 Corporate Services

Local Governance 2.1. Municipal Administration2.2. Public Participation 2.3. Capacity Development2.4. Municipal Performance Monitoring, Reporting

and Evaluation2.5. Service Delivery Integration2.6. Community Development Programme

Development and Planning 3.1. Municipal Infrastructure3.2. Disaster Management3.3. Integrated Development Planning

Traditional Institutional Management1 4.1 Traditional Institutional Administration

• 1 The Department has activated Programme 4 called Traditional Institutional Management. The National Department of Traditional Affairs has introduced a Bill to Parliament. Once the Act has been promulgated the Department will develop deliverables for this Programme.

8. STRATEGIC OBJECTIVES

Programme 1: Administration

Strategic Objective Strategic support

Objective statement To provide strategic support, strategic planning, integration and co-ordination

Baseline The Department has submitted Annual Performance Plans, Quarterly Performance Reports and Annual Reports

Strategic Objective Financial support

Objective statement To render financial management support and advisory services

Baseline The Department has submitted Annual Financial Statements as guided by the PFMA



Programme 2: Local Governance

Strategic Objective Legislation Development

Objective statement To develop legislation in response to the needs of municipalities

Baseline Provincial Acts and standard by-laws.

Strategic Objective Institutional and Legislative compliance

Objective statement To support municipalities with legislative compliance

BaselineAll 30 municipalities supported with general and by-elections (in liaison with IEC), re-demarcation (in liaison with the Municipal Demarcation Board) and amendments to establishment notices.

Strategic Objective Good governance

Objective statement To promote good governance

Baseline Municipalities supported with the implementation of the Local Government Anti-Corruption Strategy

Strategic Objective Provincial Interventions into municipalities

Objective statement To manage interventions at municipalities experiencing serious governance issues

Baseline Actions preceding interventions to be appropriate and compliant with the principles of legality.

Strategic Objective Promoting active Public Participation

Objective statement To strengthen public participation through effective communication between municipalities and communities

BaselineWard committee establishment and functioning are monitored on an on-going basis, municipalities are supported with ward committee training and community based planning

Strategic Objective Coordinate and facilitate structured support to municipalities

Objective statement To provide support and advisory services to municipalities

Baseline Municipalities are supported with various initiatives and support activities in a coordinated manner

Strategic Objective Monitoring of Municipal Performance on KPA’s

Objective statement To monitor and evaluate municipal performance

Baseline Generate quarterly, bi-annual and annual reports on municipal performance



Strategic Objective Management of Thusong Programme

Objective statement To develop management model for Thusong Programme

Baseline

The Department has developed a Thusong sustainability plan, coordinated Provincial Thusong intersectoral steering committees, and trained Centre Managers in Junior Management Development programme

Strategic Objective Intergovernmental relations

Objective statement To support cooperative governance between three spheres of government through effective intergovernmental relations

Baseline DCF and DCF Technical structures are functioning referrals made between provincial and local spheres of government

Strategic Objective Improved access to Government Services and Opportunities

Objective statement To provide information to communities to access Government Services

Baseline The CDWs have a role in assisting and capacitating communities and municipalities in respect of issues of Public Participation and access.

Strategic Objective Facilitating community access to socio-economic opportunities

Objective statement To support socio economic projects in partnership with relevant stakeholders

Baseline The CDWs play a role in assisting and capacitating communities and municipalities to set up partnerships with relevant stakeholders.

Programme 3: Development & Planning

Strategic Objective Bulk Infrastructure Support

Objective statement To support municipalities with potential solutions to bulk infrastructure

Baseline The Department provides support to eradicate backlogs in services

Strategic Objective MIG expenditure

Objective statement To ensure efficient and effective expenditure of MIG funds

Baseline 100 % MIG expenditure by year end (30 June)



Strategic Objective Preparedness and rapid response

Objective statement To coordinate effective preparedness and rapid response to any potential incidents/ disasters

Baseline

The Department supports District Municipalities to ensure functional disaster management centres. The Department also supports Provincial Departments, municipalities and state owned enterprises in developing disaster preparedness plans

Strategic Objective Disaster rehabilitation

Objective statement To coordinate disaster rehabilitation, reconstruction and relief

Baseline The Department monitors and supports disaster incidents

Strategic Objective Disaster risks

Objective statement To facilitate and coordinate the reduction of potential risks posed by hazards

Baseline The Department facilitates and coordinates Hazard Awareness programmes

Strategic Objective Fire brigade services

Objective statement To ensure effective and economical Fire brigade services

Baseline The fire brigade services are evaluated and supported to ensure compliance against uniform standards

Strategic Objective Integrated development planning support

Objective statement To improve the quality of IDPs to give effect to service delivery

Baseline Hands-on support to selected municipalities to improve integrated planning within municipal areas

Strategic Objective Intergovernmental planning within municipal areas

Objective statementTo strengthen intergovernmental planning and budgeting through the establishment of IDP as the single coordinating plan of government.

Baseline Analysis of IDP priorities and related national and provincial planning within 30 municipal areas.



9. STRATEGIC OBJECTIVES AND PROGRAMME PERFORMANCE INDICATORS

9.1 Programme 1: Administration

Strategic Objective Annual Target

Strategic Objective

Strategic Objective

Performance Indicator

Strategic Plan

Target 10-15

Audited/Actual Performance Information

Estimated Performance Medium Term Targets

10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. To provide strategic support, strategic planning, integration and co-ordination

Submission of Strategic reports

20 - - 6 6 8 8 8

Programme Performance Indicator

STRATEGIC GOAL A fully functional department that is accountable for delivering quality services to local government




10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1.1. Submission of Annual Performance Plan

- - 1 1 1 1 1

1.2. Submission of Quarterly Performance reports

- - 4 4 4 4 4

1.3. Submission of Annual Report - - 1 1 1 1 1

1.4. Programme impact evaluation reports

- - - - 2 2 2



Quarterly Targets for 2014/15

Programme Performance Indicator PSO Linkage

Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

1.1. Submission of Annual Performance Plan

Linked to PSo 12

Annual1 - - - 1

1.2. Submission of Quarterly Performance reports

Linked to PSo 12

Quarterly4 1 1 1 1

1.3. Submission of Annual Report

Linked to PSo 12

Annual 1 - - 1 -

1.4. Programme impact evaluation reports

Linked to PSo 12

Annual2 - - - 2

Strategic Objective Performance Indicator

Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2. To render financial management support and advisory services

Number of financial reports submitted

40 - 5 8 8 19 19 19








10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2.1. In year monitoring reports submitted to PT

- - - - 12 12 12

2.2. Properly costed budget aligned with aPP/Strategic Plan

- - 1 1 1 1 1

2.3. Submission of Annual financial statements

- 1 1 1 1 1 1

2.4. Submission of Interim financial Statements

- 4 4 4 4 4 4

2.5. Revision of predetermined chapters of the Financial Manual Accounting Officers System

- - - - 1 1 1



Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

2.1. In year monitoring reports submitted to PT

Linked to PSo 12

Quarterly 12 3 3 3 3

2.2. Properly costed budget aligned with aPP/Strategic Plan

Linked to PSo 12

Annual1 - - - 1

2.3. Submission of Annual financial statements

Linked to PSo 12

Annual1 - - 1 -

2.4. Submission of Interim financial Statements

Linked to PSo 12

Quarterly4 1 1 1 1

2.5. Revision of predetermined chapters of the Financial Manual Accounting Officers System

Linked to PSo 12

Annual

1 1 - - -



9.2 Programme 2: Local Governance

9.2.1 Municipal Administration

MUNICIPAL GOVERNANCE AND SPECIALISED SUPPORT


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. To develop legislation in response to the needs of municipalities

Legislative support programmes provided to Municipalities

1 - - - - 1 1 -

PROGRAMME PERFORMANCE INDICATORS

Provincial Indicators





10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1.1. Rationalisation of relevant Provincial Ordinances project

- - - - 1 1 -



Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

1.1. Rationalisation of relevant Provincial Ordinances project

Linked to PSo 10

Annual1 - - - 1




Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2. To support municipalities with legislative compliance

Support actions to municipalities 6 - - 2 2 2 - -



STRATEGIC GOAL Compliant and accountable municipalities underpinned by good governance




10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2.1. Municipalities assisted to implement compliance model

- - 4 5 6 - -

2.2. Municipal codes compiled for municipalities

- - 10 10 4 - -



Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

2.1. Municipalities assisted to implement compliance model

Linked to PSo 10

Quarterly6 - - 3 3

2.2. Municipal codes compiled for municipalities

Linked to PSo 10

Quarterly4 - 3 - 1




Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

3. To promote good governance

training initiative for Councillors on Disciplinary Code

1 - - - - 1 - -







10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

3.1. Training initiative for Councillors on Disciplinary Code

- - - - 1 - -



Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

3.1. Training initiative for Councillors on Disciplinary Code2

Linked to PSo 10

Annual1 - - - 1

• 2 This is the only indicator linked to the strategic objective.




Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

4. To manage interventions at municipalities experiencing serious governance issues

Interventions on critical governance issues3

- 4 7 4 - - - -

• 3 The number of interventions cannot be predicted, however the Department will report on this indicator.







10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

4.1. Informal Interventions 2 7 4 - - - -

4.2. Formal interventions- S139 of the Constitution 2 - - - - - -

4.3. Formal investigations -S106 of the Municipal Systems act - - - - - - -



Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

4.1. Informal Interventions

Linked to PSo 10 - - - - - -

4.2. Formal interventions- S139 of the Constitution

Linked to PSo 10 - - - - - -

4.3. Formal investigations -S106 of the Municipal Systems act

Linked to PSo 10

- - - - - -



Nationally Prescribed Indicators




10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. Number of municipalities supported with fraud and anti-corruption strategy4

- - - - - - -

• 4 Municipalities were supported to develop their strategies in previous financial years.

9.2.2 PUBLIC PARTICIPATION


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15


Estimated Perfor-mance Medium Term Targets

10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. To strengthen public participation through effective communication between municipalities and communities

Support programmes to Municipalities on ward committee functionality and communication strategies

18 - 1 3 6 8 8 8





STRATEGIC GOAL Unlocked opportunities for communities through improved access and active community participation




10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1.1. Municipalities supported with ward committee training

- - 18 8 8 8 8

1.2. Municipalities supported with ward committee functionality

- 21 - 8 8 8 8

1.3. Municipalities supported with the development of ward committee operational plans

- - - 8 8 2 2

1.4. Reports on ward committee functionality

- - 4 4 4 4 4

1.5. Number of municipalities supported with capacity building initiatives on gender mainstreaming

- - - - 4 4 4

1.6. Municipalities supported with Communication training Initiatives

- - 12 6 6 6 6

1.7. Municipalities supported with Communication Strategies

- - - 6 3 3 3

1.8. Transversal Communication Support Initiatives provided to Municipalities

- - - - 4 4 4





Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

1.1. Municipalities supported with ward committee training

Linked to PSo 10

Quarterly8 - 3 3 2

1.2. Municipalities supported with ward committee functionality

Linked to PSo 10

Quarterly

8 2 2 2 2

1.3. Municipalities supported with the development of ward committee operational plans

Linked to PSo 10

Quarterly

8 2 2 2 2

1.4. Reports on ward committee functionality

Linked to PSo 10

Quarterly4 1 1 1 1

1.5. Number of municipalities supported with capacity building initiatives on gender mainstreaming

Linked to PSo 10

Quarterly

4 1 1 1 1

1.6. Municipalities supported with Communication training Initiatives

Linked to PSo 10

Quarterly

6 - - 3 3

1.7. Municipalities supported with Communication Strategies

Linked to PSo 10

Annual

6 - - - 6

1.8. Transversal Communication Support Initiatives provided to Municipalities

Linked to PSo 10

Annual

4 - - - 4







10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. Number of work opportunities created through the Community Work Programme5

- - - - - - -

• 5 The National Department is implementing a Community Work Programme in Western Cape Municipalities and the Department is playing an oversight role.

9.2.3 Capacity Development


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. To provide support and advisory services to municipalities

Support and advisory programmes to municipalities

10 1 1 2 2 4 3 2



STRATEGIC GOAL Capacitated municipalities who deliver effective services




10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1.1. Municipalities supported through capacity building initiatives

- 9 7 3 16 15 15

1.2. Municipalities supported to implement Municipal Property rates act

18 - 25 25 25 25 25

1.3. Municipal ICT support programmes

- - - - 2 2 -

1.4. Municipal Training Programmes - - - - 3 - -





Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

1.1. Municipalities supported through capacity building initiatives

Linked to PSo 10

Annual

16 - - - 16

1.2. Municipalities supported to implement Municipal Property rates act

Linked to PSo 10

Annual

25 - - - 25

1.3. Municipal ICT support programmes

Linked to PSo 10

Annual2 - - - 2

1.4. Municipal Training Programmes

Linked to PSo 10

Quarterly3 - - 1 2


Strategic Objective



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. Number of reports on the filling of Municipal Manager and section 56 manager posts6

- - - - 1 1 1

2. Number of municipalities with functional performance management system (PMS)

- - - - - - -

• 6 This indicator is within municipalities control, hence no target is set. However the Department will report on this indicator.



9.2.4 MUNICIPAL PERFORMANCE MONITORING, REPORTING AND EVALUATION


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. To monitor and evaluate municipal performance

Municipal performance monitoring initiatives

6 - 1 1 1 3 3 3



STRATEGIC GOAL Co-ordinate Effective monitoring of local government




10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1.1 Quarterly Municipal Performance reports produced

- 4 4 120 4 4 4

1.2. Performance monitoring initiatives - - - - 2 2 2

1.3. Sec 57 Performance agreements assessed against Service Delivery & Budget Implementation Plan (SDBIP)

- - - - 60 80 120





Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

1.1. Quarterly Municipal Performance reports produced

Linked to PSo 10

Quarterly4 1 1 1 1

1.2. Performance monitoring initiatives

Linked to PSo 10

Bi-annual 2 - 1 - 1

1.3. Sec 57 Performance agreements assessed against Service Delivery & Budget Implementation Plan (SDBIP)

Linked to PSo 10

Quarterly

60 - - 30 30





10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. Number of reports produced on households with access to basic services (i.e. Water, Sanitation, Electricity, Refuse removal) from municipalities

- - - 4 4 4 4

2. Number of municipal performance reports compiled as per the requirements of Section 47 of the Municipal Systems Act

1 1 1 1 1 1 1



9.2.5 SERVICE DELIVERY INTEGRATION


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. Management model for the Thusong programme

Support actions to ensure effective functioning of Thusong Centres

20 - 2 6 6 6 5 5







10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1.1. Stakeholders participating in Thusong Programme

- - 18 15 15 15 15

1.2. Thusong personnel trained - 24 24 27 27 27 27

1.3. Centre-specific sustainability plans for Thusong Service Centres

- - 6 12 12 12 12

1.4. Thusong outreach projects held - - 41 24 24 24 24

1.5. Approved Municipal Thusong Plans

- - 21 6 24 24 24

1.6. Municipalities supported to establish new Thusong Centres

- 3 7 4 2 - -





Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

1.1. Stakeholders participating in Thusong Programme

Linked to PSo 10

Annual15 - - - 15

1.2. Thusong personnel trained

Linked to PSo 10

Annual 27 - - - 27

1.3. Centre-specific sustainability plans for Thusong Service Centres

Linked to PSo 10

Annual

12 - - - 12

1.4. Thusong outreach projects held

Linked to PSo 10


1.5. Approved Municipal Thusong Plans

Linked to PSo 10

Annual24 - - - 24

1.6. Municipalities supported to establish new Thusong Centres

Linked to PSo 10

Annual2 - - - 2


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2. To support co-operative governance between the three spheres of government

Provincial and District IGr meetings supported 69 - 7 31 18 13 13 13









10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2.1. Case referrals on IGR issues - 31 41 40 40 40 40

2.2. Provincial Intergovernmental meetings convened

- 7 8 8 8 8 8

2.3. District Municipalities supported with IGR forums (DCF & DCFTech)

- - 23 10 5 5 5



Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

2.1. Case referrals on IGR issues

Linked to PSo 10

Quarterly 40 10 10 10 10

2.2. Provincial Intergovernmental meetings convened

Linked to PSo 10

Quarterly8 2 2 2 2

2.3. District Municipalities supported with IGR forums (DCF & DCFTech)

Linked to PSo 10

Annual

5 - - - 5



9.2.6 COMMUNITY DEVELOPMENT PROGRAMME


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. To provide information to communities to access government services

Information sessions in communities conducted 1 893 336 300 457 300 500 525 550



STRATEGIC GOAL 4 Unlocked opportunities for communities through improved access




10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1.1. Information sessions in communities conducted8

336 300 457 300 500 525 550

1.2. Partnerships with stakeholders - 12 15 12 20 20 20

1.3. Government initiatives supported by CDWs

- 15 20 12 20 20 20

1.4. Case referrals to government services - 22 967 26 107 22 600 30 000 30 000 30 000






Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

1.1. Information sessions in communities conducted

Linked to PSo 10

Quarterly500 125 125 125 125

1.2. Partnerships with stakeholders

Linked to PSo 10


1.3. Government initiatives supported by CDWs

Linked to PSo 10

Quarterly20 5 5 5 5

1.4. Case referrals to government services

Linked to PSo 10

Quarterly30 000 7 500 7 500 7 500 7 500


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2. Facilitating community access to socio-economic opportunities

Community projects supported 242 32 39 56 55 60 60 60



STRATEGIC GOAL 4 Unlocked opportunities for communities through improved access




10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2.1. Community projects supported9 32 39 56 55 60 60 60


Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

1.1 Stakeholders participating in Thusong Programme

Linked to PSo 10

Annual 15 - - - 15

1.2 Thusong personnel trained

Linked to PSo 10

Annual 27 - - - 27

1.3 Centre-specific sustainability plans for Thusong Service Centres

Linked to PSo 10

Annual 12 - - - 12

1.4 Thusong outreach projects held

Linked to PSo 10


1.5 Approved Municipal Thusong Plans

Linked to PSo 10

Annual 24 - - - 24

1.6 Municipalities supported to establish new Thusong Centres

Linked to PSo 10

Annual 2 - - - 2






Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

2.1. Community projects supported

Linked to PSo 10

Quarterly 60 15 15 15 15

9.3 Programme 3: Development and Planning

9.3.1 Municipal Infrastructure


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. To support municipalities with potential solutions to Bulk Infrastructure

Municipalities supported with Bulk Infrastructure planning and implementation

25 5 5 5 5 5 5 4


Provincial Indicators: Municipal Infrastructure

STRATEGIC GOAL Well-maintained municipal infrastructure




10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. 1. Municipalities supported with Bulk Infrastructure planning and implementation10

- 5 5 5 5 5 4

1.2. Municipalities supported with electricity Master Planning

- - - - 2 2 2

• 10 This is the only indicator linked to this strategic objective.





Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

1.1. Municipalities supported with Bulk Infrastructure planning and implementation

Linked to PSo 6

Annual

5 - - - 5

1.2. Municipalities supported with electricity Master Planning

Linked to PSo 6

Annual

2 - - - 2


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2. To ensure efficient and effective expenditure of MIG fund

Municipalities supported to spend MIG 28 28 24 24 24 24 24 24



STRATEGIC GOAL Well-maintained municipal infrastructure




10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2.1. Municipalities supported to spend MIG11

28 24 24 24 24 24 24

• 11 This is the only indicator linked to this strategic objective.





Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

2.1. Municipalities supported to spend MIG

Linked to PSo 6

Quarterly24 24 24 24 24

9.3.2 Disaster Management and Fire Brigade Services


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1. To coordinate effective preparedness and rapid response to any potential incidents/ disasters

Preparedness and rapid response Programmes

9 - 1 2 3 3 3 3



STRATEGIC GOAL Effective disaster management practices




10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

1.1. Provincial stakeholders assisted in developing disaster preparedness plans

- 2 7 4 4 4 4

1.2. Centre enhancements to ensure functional Provincial Disaster Management Centre

- - 1 1 1 1 1

1.3. Provincial Disaster Management Annual report

- - - 1 1 1 1





Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

1.1. Provincial stakeholders assisted in developing disaster preparedness plans

Linked to PSo 5

Quarterly

4 - - 2 2

1.2. Centre enhancements to ensure functional Provincial Disaster Management Centre

Linked to PSo 5

Annual

1 - - - 1

1.3. Provincial Disaster Management Annual report

Linked to PSo 5

Annual1 - - 1 -


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2. To coordinate disaster rehabilitation, reconstruction and relief

rehabilitation and reconstruction programmes

6 - 3 3 3 3 - -







10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

2.1. Disaster damage assessments conducted12

- 3 3 - - - -

2.2. Disaster declarations facilitated

- 1 1 - - - -

2.3. Disaster recovery incidents/ disasters monitored and supported

- 4 3 - - - -

• 12 The Department cannot predict indicators 2.1, 2.2 and 2.3 hence there are no targets set.





Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

2.1. Disaster damage assessments conducted

Linked to PSo 5 - - - - - -

2.2. Disaster declarations facilitated

Linked to PSo 5 - - - - - -

2.3. Disaster recovery incidents/ disasters monitored and supported

Linked to PSo 5

- - - - - -


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

3. To facilitate and coordinate the reduction of potential disaster risks posed by hazards

Programmes to reduce potential risks

13 1 3 3 3 3 3 3







10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

3.1. Municipalities supported to develop applicable Disaster Risk reduction chapters in IDPs

6 6 6 6 6 6 6

3.2. Municipalities supported with risk and vulnerability assessments

- 1 4 3 3 3 3

3.3. Disaster Hazard awareness programme - 1 2 2 1 1 1





Reporting Period

Annual Target 14/

15

Quarterly Targets

1st 2nd 3rd 4th

3.1. Municipalities supported to develop applicable Disaster Management chapters in IDPs

Linked to PSo 5

Quarterly

6 2 2 2 -

3.2. Municipalities supported with risk and vulnerability assessments

Linked to PSo 5

Annual

3 - - - 3

3.3. Disaster Hazard awareness programme

Linked to PSo 5

Annual1 - - 1 -


Strategic Objective

Strategic Objective


Strategic Plan

Target 10-15



10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

4. To ensure effective and economical fire services

Programmes to ensure effective and economical fire services

10 - 2 2 3 3 3 3







10/

11

11/

12

12/

13

Current13/

14

Year 114/

15

Year 215/

16

Year 316/

17

4.1. Support programmes for special operations response task teams

- 2 2 2 2 2 2

4.2. Support programmes to improve wild-land firefighting capacity

- 1 1 4 4 4 4

4.3. Municipalities supported to provide fire and life safety education

- - - 5 5 5 5





Reporting Period

Annual Target 14/

15

Quarterly Targets

1s

Annual Performance Plan 2014/2015 - Western Cape€¦ · 2014/2015 Local Government Annual...

Documents

Transcript of Annual Performance Plan 2014/2015 - Western Cape€¦ · 2014/2015 Local Government Annual...