NATIONAL
HOUSE OF TRADITIONAL LEADERS
BUDGET REVIEW REPORT: 2006/2007
A report presented to the Parliament of the
A. FOREWORD BY THE CHAIRPERSON
This report covers a wide spectrum
of programs of the National House, government and the institution of
Traditional Leadership as a whole. It also provides some clarity on certain
aspects of the institution of traditional leadership. Furthermore the Committee
will be requested to assist in the capacitating of traditional institutions. In
our previous engagement with the committee, the committee made a commitment to
call a workshop like meeting where we will engage extensively on the various
pieces of legislation that have direct bearing on traditional leadership. This
report will, however, not challenge the committee on its previous commitment
but to request that the committee sets aside a day or two for this purpose.
The report will indicate the
following:
·
Programs
of the NHTL;
·
Participation
of Provincial Houses in the National House of Traditional Leaders;
·
Cooperation
between the National House and the government;
·
Strategic
positioning of the NHTL; and
·
The
establishment of SADC-KHOTLA.
The National House of Traditional Leaders acknowledges the
fact that it has not reached the objective of being recognized as a national
public entity. The House intends to develop to the said status in the next
financial year depending on the budget that shall have been appropriated.
The following are the challenges of the House:
·
The
Act of the National House needs to be amended in order to move towards the
autonomy and to give more authority to the NHTL;
·
Lack
of oversight functions of The National House on all Houses of Traditional
Leaders;
·
Budgetary
constraints
In conclusion, the National House of Traditional Leaders
urges the Committee to assist in the plan of the House to economically develop
rural people and to eradicate poverty for we are not free, as a people, as long
as some of us continue to live under abject poverty.
I thank you.
___________________________________
KHOSI FP KUTAMA
CHAIRPERSON: NATIONAL
HOUSE OF TRADITIONAL LEADERS
B.
REPORTING CATEGORIES
The report is divided into six
sections. The first section deals with the Mandate, the Vision and the
SECTION ONE
I.
MANDATE
The National House of Traditional Leaders (the House) is a
statutory body established by the National House of Traditional Leaders Act,
1997 (Act No 10 of 1997)(the NHTL Act) as amended. Its main objectives are to
represent and advance the aspirations of Traditional Leaders and their rural
communities at national level. The Act
stipulates the objects and functions of the House, among others, as follows:
·
To
promote the role of traditional leadership within a democratic constitutional
dispensation;
·
To
enhance unity and understanding amongst traditional communities;
·
To
enhance cooperation between the National House and the various Houses with a
view to addressing matters of common interest;
·
To
advise the National Government and make recommendations relating to any Matters
relating to traditional Leadership; The role of traditional leaders; Customary
law; and the customs of communities observing a system of customary law;
·
To
investigate and make information available on traditional leadership,
traditional authorities, customary law and customs;
·
At
the request of the President, to advise him or her in connection with any
matter referred to in this section;
The House further derives its mandate from the following
pieces of legislation:
To be a House of traditional leaders that ensures efficient
and effective leadership and service delivery by the institution of traditional
leadership for the advancement of the interests of traditional communities.
Thus the House must:
To represent the aspirations of traditional communities by
playing a meaningful role in cooperative governance.
Thus the House must:
·
Act
as a custodian of cultures, customs and traditions;
·
Influence
government policy and legislation especially in so far as it affects the
institution and traditional communities;
·
Advise
government on related matters;
·
Seek
to be consulted at appropriate levels on policy and programmes that affect
rural areas in general and traditional communities in particular;
·
Complement
and support the work of government at all levels;
·
Form
cooperative relations and partnerships with government at all levels in
development and service delivery;
·
Play
an oversight role on programmes intended to uplift communities; and
·
Ensure
that there are skills development programmes for the institution and the
institution is adequately resourced.
SECTION TWO
I. STRUCTURE: MEMBERS
The National House of Traditional
Leaders consists of 18 members elected from six Provincial Houses of
Traditional Leaders for a five-year term. The following are the current members
of the House:
N0 |
Member |
Position |
Gender |
Province |
01 |
Khosi FP Kutama |
Chairperson |
Male |
|
02 |
Hosi PC Ngove |
Member |
Male |
|
03 |
KGOSHI M
S DIKGALE |
MEMBER |
MALE |
|
04 |
Morena MF Mopeli |
Deputy Chairperson |
Male |
|
05 |
MORENA M
I MOTLOUNG |
MEMBER |
MALE |
|
06 |
KGOSIGADI
AGG MOROKA |
MEMBER |
FEMALE |
|
07 |
|
Member |
Male |
KwaZulu Natal |
08 |
Inkosi MWT Mavundla |
Member |
Male |
|
09 |
Inkosi SS Kunene |
Member |
Male |
|
10 |
KGOSI S V
SUPING |
MEMBER |
MALE |
|
11 |
KGOSI M J
PILANE |
MEMBER |
MALE |
|
12 |
KGOSI PP
MAUBANE |
MEMBER |
MALE |
|
13 |
INKOSI M
S MAHLALELA |
MEMBER |
MALE |
|
14 |
INKOSI J
V NHLAPO |
MEMBER |
MALE |
|
15 |
INKHOSIKATI
ES MKHATSHWA |
MEMBER |
FEMALE |
|
16 |
PRINCE Z
S MAKAULA |
MEMBER |
MALE |
|
17 |
INKOSI T
J MABANDLA |
MEMBER |
MALE |
|
18 |
INKOSIKAZI
N D MHLAULI |
MEMBER |
FEMALE |
|
The figures above show a gender
composition of three (3) female traditional leaders and fifteen (15) male
traditional leaders. Such a composition and representation relies solely on the
electoral processes in the Provincial Houses - since members of the House are elected
from provinces. Except for the provisions of the Framework Act regulating the
gender composition of Traditional Councils, there is no regulation of the
gender composition of Houses of Traditional Leaders, hence the importance of
amending the National House of Traditional Leaders to make this a requirement
for provinces to comply.
The current administrative capacity
of the House consists of one official and 13 officials seconded by the DPLG to
the NHTL in terms of the National House Act. Two Admin Assistant positions are
currently vacant since the erstwhile incumbents left the positions. Necessary
steps are in place to fill the vacancies as a matter of urgency. There is still
a need to refocus on the organogram of the House to ensure that we attract the
relevant skills to implement the mandate of the House. We have requested the
Deputy President of the Republic to second an expert on project management
(through JIPSA) to the House in order to facilitate development in rural areas.
Although the House is participating in the budgetary process, through making
submissions to the Department of Provincial and Local Government (DPLG), the
budget allocated to it still falls short of its plans.
Original
Budget 2006-7 |
Adjusted
budget |
Difference |
Budget
for 2007-8 |
8,258,000 |
8,758,000 |
500 000 |
8,694 000 |
Below is the administrative
structure of the House:
|
Position |
Current Incumbent |
Level |
Gender |
1 |
Secretary/
CEO |
Sithole
AM |
Level 14 |
Male |
2 |
Senior
Manager |
Khandlhela
RS |
Level 13 |
Male |
3 |
Manager:
Legal Services |
Tshabalala
M |
Level 11 |
Female |
4 |
Manager:
Parliamentary Services |
Maifadi
SM |
Level 11 |
Male |
5 |
Manager
Communications |
Linda M |
Level 11 |
Male |
6 |
Communications
Officer |
Koole T |
Level 8 |
Male |
7 |
Senior
Planner |
Mabusela
M |
Level 8 |
Female |
8 |
Researcher |
|
Level 8 |
Male |
9 |
Transport
Officer |
Sibanda J |
Level 8 |
Male |
10 |
Admin
Assistant |
Molapong
J |
Level 5 |
Female |
11 |
Admin
Assistant |
Seete F |
Level 5 |
Female |
12 |
Admin
Assistant |
Vacant |
Level 5 |
? to be
filled soon |
13 |
Admin
Assistant |
Vacant |
Level 5 |
? to be
filled soon |
I.
PROGRAMMES OF THE HOUSE
The National House embarked on a number of programmes
in fulfilment of the following strategic goals:
A.
Advancement
of Service Delivery
B.
Custodianship
of cultures, customs, traditions and values
C.
Pro-Active
Communication
D.
Capacity
– A fully capacitated and capable NHTL and Institution
A.
Advancement of Service Delivery
(a) Alignment of
Strategic Plans of Houses
The House agreed with all the Houses of Traditional Leaders
to align their strategic plans with that of the National House. The alignment of plans will increase joint
focusing on strategic issues including the implementation of laws. The
challenges to these alignments are the resources to implement the plan. The
Houses are not adequately funded by their provinces irrespective of the
requests they put forward to their relevant treasury through the mother
department. This will remain a challenge throughout the life span of the
Houses, as long they are not adequately funded and they remain an appendix of
another department which is not its core mandate.
(b) Establishment of
Forums
The NHTL Act requires the House to have adequate information
and knowledge on what is happening in the provinces. This was further qualified
by the strategic objective of the NHTL, hence the alignment of the strategic
plans mentioned above. This has led to the establishment of Forums linked to
the committees of the Houses. These forums are led by the NHTL and have
specific goals to achieve. The forums established so far are:
(c) Building Sound
Relations Between the House and Government
Prior to the promulgation of the
Traditional Leadership and Governance Framework Act, 2003, the relationship
between the House and government was not optimal. However, great strides have
been made to build and sustain good relations. Such is, inter alia,
demonstrated by the following:
v Resources for the Office of the Chairperson
The Chairperson and the Deputy,
being full time members of the House, are now accommodated at the expense of
the House. This is one step in realizing that the full time Public Office
bearers have an important role to play in the day to day running of the House
and the affairs of Traditional Leaders. The DPLG further provides vehicles for
the two full time members in order for them to carry out their duties.
v Increased Interaction with other National Government Departments
In the past year, solid ground has
been laid for increased and meaningful interaction with other government
departments, as evidenced by the following:
·
A
courtesy visit to the NHTL Offices and the subsequent meeting between the
Deputy President, Ms Mlambo-Ngcuka, members of the NHTL and Chairpersons of
Provincial Houses to discuss ASGISA;
·
A
meeting between MANCO and the Cabinet to discuss the activities of traditional
leadership and the roles and functions that government can allocate to
traditional leaders as per the Framework Act;
·
A
meeting between the Chairpersonship and the Minister of Public Works; Ms Thoko
Didiza to discuss the accommodation of full time members, the Chamber and the
EPWP;
·
A
meeting between the Chairpersonship and the Minister of Arts and Culture, Dr
Pallo Jordaan to discuss issues relating to heritage and the use of indigenous
languages;
·
A
meeting between the Chairpersonship and the Minister of Education, Ms Naledi
Pandor to discuss the role of traditional leaders in educational matters; and
·
A
meeting between the Chairpersonship and the Chairperson of the National Council
of Provinces, Mr MJ Mahlangu to discuss the working relationship and
participation of the NHTL in the NCOP processes.
During the Annual Conference of the Houses of Traditional
Leaders, the Ministers committed themselves to holding a meeting with the House
to discuss the implementation of the Framework Act (delegation of functions to
Traditional Leadership). The DPLG is working on this interaction.
The positive light in which government views the House was
demonstrated as follows:
(d)
Participation in Legislative Processes
The National House of Traditional Leaders is
actively participating in the Legislative processes. A number of inputs were
presented to the different committees of Parliament such as the Home Affairs
Portfolio Committee on the Civil Union Bill. Our participation in the
committees was acknowledged and encouraged by the Chairperson of the NCOP, as a
mechanism of making changes in this democratic country. The participation is not only in
Parliamentary processes but also at Departmental level. We have met on a number
of instances with the Department of Justice to discuss the proposed Traditional
Courts Bill.
(e) HIV and AIDS
One critical challenge facing the House and all Traditional
Institutions is to fight the scourge of HIV/AIDS from spreading like wild fire.
The House is seriously considering the revival of the Traditional Leaders HIV
and AIDS chapters (Traditional Leaders HIV and AIDS Forums) that were
established a few years ago.
The House has further contributed to the SANAC program on
developing the country’s five-year HIV and AIDS strategy.
(f) Women Indaba
The House hosted a women indaba as part of the progress made
since the Kopanong conference of 2005.
The aim of the conference was to evaluate the milestones on women
capacity building and implementation of the Kopanong and provincial
conferences. The resolutions of this second conference gave a sound milestone
that the House can use to track the progress made and together with the Social
Development Department to evaluate the successes and challenges.
(g) Safety and
Security
The role of Traditional Leaders as described in the White
Paper on traditional leadership and the Framework Act regarding Safety and
Security is clear and practical. Traditional Leaders in some Provinces are
actively participating according to the pillar approach adopted in compliance
with the National Crime Prevention Strategy (NCPS):
Criminal Justice System (CJS)
Social value and Education-
Environmental design
Transnational crime
Emanating from the above pillar approach, Traditional
Leaders are involved in the CJS and the Social Value and Education. Therefore,
the NHTL resolved to sell the approach to all Provinces in order to play a more
meaningful role in crime prevention, fighting and education of our people. The
model has proved beyond reasonable doubt that it has drastically succeeded in
reducing crime. The approach has changed crime fighting into a community matter
where every member of the community contributes in eradicating crime.
B Custodianship
of cultures, customs, traditions and values
(a) The Continental
House of Traditional Leaders (CHOTLA)
In 2003 traditional leaders from various African countries
attended a Panafest Conference in
(b) The SADC-KHOTLA
The House was tasked with the responsibility of mobilizing
traditional leaders in the SADC region to buy into this noble idea. Commendable
strides have been made in this regard. Traditional leaders from
(c) Culture
Culture is one of the priorities of the House’s operation
and performance. As part of its operation, the House has together with the
South African Human Rights Commission and the Commission on the rights of
Religious, Cultural and Linguistic Communities conducted public hearings on
initiation Schools. The intentions of the public hearings were to get the
reasons for the deaths and mismanagement of the Schools.
The House participated in a number of policy development
workshops organized by the Department of Arts and Culture and further met the
Minister to discuss, inter alia, the revival and development of some
cultural practices. Emanating from the above and from other engagements with
Ministers, the House has considered reviving and aligning some cultural
practices that have been lost as a result of modernity and technological
advancement. The revival of these
cultural practices will contribute to the improvement of amongst others our
indigenous languages through story telling and poetry. It will further ensure
that family values are strengthened.
C Pro-Active Communication
(a) Relationship with
SALGA
The 2005 Annual Conference of Traditional Leaders resolved
that the relationship between the House and SALGA must be strengthened.
Although the set target of four meetings per year between the two organizations
has not been realized, strides have been made in strengthening the relationship
between the two organizations. This is evidenced by the finalization of the
Memorandum of Understanding between the House and SALGA. Poverty is the number
one enemy in the entire country and meaningful co-operation between the two
organizations will immensely contribute to its eradication. The House appreciates
the presence of the Chairperson of SALGA during its 2007 Annual opening.
(b) Relationship with
UNISA
The House has been involved in a number of discussions with
other organizations to build relationships. The House has concluded a
memorandum of understanding with the
D Capacity
– A fully capacitated and capable NHTL and Institution
(a) Capacity building
program for traditional leaders
It is a known fact that for an organization to be
successful, it must be capacitated. The NHTL together with the DPLG, SALGA and
LGSETA have embarked on a process to acquire training needs for traditional
leaders. The training needs workshops were conducted by the LGSETA throughout
the six provinces where there are traditional leaders. The first training on
Local Economic Development and Community Development will be conducted in the
first quarter of the next financial year (2007-8).
(b) Capacity building
on Gender Violence
Since the signing of the Memorandum of understanding with
the Department of Justice and the National Prosecuting Authority, a milestone
was achieved wherein the first formal training took place. All provinces were
trained on phase one of Gender Violence. The House is proud to announce that
about sixty traditional Leaders who have been declared competent will receive
their certificates and those who are not yet competent will be retrained on
those aspects they did not master.
(c) Poverty
Alleviation
The NHTL is participating in the poverty alleviation
programs through the spouses of traditional leaders who have been trained for
that purpose by the Department of Social Development. The spouses and female
senior traditional leaders are leading orphanages, gardening and other relevant
empowerment programs. This program is proving to be successful in the provinces
where it has been implemented. As
indicated earlier under once traditional leaders are trained in Local Economic
Development, it will be easy for them to utilize whatever mechanism to
contribute to LED.
The Department of Social Development held a women capacity
building conference in
The Department of Social Development and the National House
will monitor the above-mentioned capacity building jointly as partners in women
development. This capacity building will ensure that women play a more
significant role in the community building and poverty alleviation.
(d) National House of
Traditional Leaders as an autonomous body
The National House of Traditional Leaders has a plan to realise
itself as a public entity in terms of the Public Finance Management Act, 1999,
to enable it to have its own budget and perform its own mandate. The implementation of the Framework Act will
indicate the need for the Constitution to be amended to include the powers of
traditional leaders.
SECTION FOUR
I. International Trips
Country |
Purpose of the visit |
Achievements
(successes) |
|
Attending the conference of Traditional Leadership of
Namibia to explain the progress made. |
The Namibian traditional Leaders applauded the progress
made and re-confirmed their support |
|
Attending the conference of Traditional Leaders of
Zimbabwe |
Solid relationship established with |
|
Attending the inauguration of the Botswana House of Chiefs |
Building of inter-country relationship |
SECTION FIVE
The report
has attempted to detail the engagements of the House for the financial year
2006/07. Programmes of the House are listed alongside the strategic goals. It
is shown that all programmes are intended to assist the House in achieving its
strategic goals. A section has been dedicated to the structure of the House to
show the membership of the House and the administrative capacity. A concern has
been raised that the capacity of the House needs improving in order for the
House to deliver on its mandate. The report has further shown the relationship
the House is building with government departments and other agencies. A number
of memoranda of understanding have been signed to solidify these relations. The
role of traditional leaders in various structures and bodies has also been
shown.
SECTION SIX
Recommendations
It hereby recommended that the
Committee assist in hosting a workshop with all the relevant stakeholders in
government to deal with the challenges of implementing the Framework Act.
ANNEXURE “A”
PERFORMANCE OF THE NATIONAL HOUSE OF TRADITIONAL LEADERS
2006-7 FINANCIAL YEAR
STRATEGIC GOAL |
OBJECTIVE |
OUTPUT |
PERFORMANCE MEASURE/INDICATOR |
Actual Performance against target |
|
Target |
Actual |
||||
Advancement of Service Delivery |
To facilitate the Implementation of Laws and Policies |
Clarification of roles for the successful implementation
of the White Paper on Traditional Leadership and the Traditional Leadership
and Governance Framework Act, 2003 and other pieces of legislation |
o
Meetings with Government Departments to determine the delegation of
functions to traditional institutions. o
Meeting with the portfolio committee to discuss the functioning of the
NHTL and all other Institutions of Traditional Leadership in relations to the
pieces of legislation. |
Four meetings One meeting |
Two One |
|
Develop partnerships with stakeholders to advance service
delivery and promote development. |
Developed Partnerships with stakeholders. |
· MoU has been signed with UNISA to
promote sound participation of NHTL in NEPAD and other processes. · A partnership with NPA is been
implemented. · MoU with SALGA was signed to
facilitate effective participation of traditional leaders in the municipal
governance processes. |
Two new partnerships |
One partnership entered into with
UNISA |
|
Human Immune Deficiency Syndrome (HIV and AIDS) |
Creation of awareness and non-discrimination against those
infected. |
o
Participation in the SANAC strategic development of HIV and AIDS. o
Meetings with HTL’s on development of partnerships and working
relationships were held through the Social Development Forum. |
o
Four meetings of Social Development Forum. |
o
Four meetings held |
|
Enabling Traditional Leaders to participate in development
programmes. |
To create an atmosphere for Traditional Leaders to
participate in the development programs aimed at poverty alleviation |
o
Traditional Leaders to actively participate in the IDP, PGDS and
National Program of action (conference resolutions) |
o
60% |
o
30% achieved |
|
To facilitate the establishment of the Continental House
of Traditional Leaders (COHTLA) |
Development of a plan for the establishment of the of the
COHTLA |
o
Five Countries had met and agreed on the establishment protocol of
SADC-KHOTLA. |
o
Four meetings. |
o
Three meetings held |
Custodianship of Culture, Custom, Tradition and values |
Strategy and plan |
Development of a strategy and plan on preserving the
Indigenous Knowledge |
o A discussion with the
Minister of Arts and Culture was held to discuss the matter. o A meeting of
Chairpersons of TCC committees was held to discuss the strategy. |
o Two Meetings |
Two meetings held |
|
Development of partnership on culture with Institutions of
higher learning |
Establishment of a working relationships with Institutions
of higher learning with the intention to develop a partnership |
o
MoU signed with Unisa to concentrate amongst others development and
preservation of culture. |
o
One University identified |
Meeting with UNISA is underway |
|
Facilitate the development of educational programmes |
Facilitation of the development of an IKS curriculum |
o
IKS curriculum developed. |
Curriculum to be developed |
Meeting s to be held |
|
Ensure the use of indigenous languages across |
Improved use of indigenous languages |
o
Improved usage of indigenous languages by Public representatives
during their debates and gatherings. |
o
20% |
o
10% |
Proactive Communication |
To develop and implement communication strategy |
Improved communication between the National House and
stakeholder. |
o
Implementation of the Communication Strategy of the National House of
Traditional Leaders |
o
100% |
o
20% |
|
To raise the profile of the NHTL |
Improvement of the image of the NHTL |
o
Implementation of communication strategy in order to raise the profile
of the NHTL. |
Media utilization (features and
media statements |
One feature and a number of media
releases. |
Targeted |
Development of the Performance Management and Human
Resources Systems. |
Performance Management and HR’s Systems developed |
o
Performance management, HRM and HRD Systems is available from the
Government and is used by the NHTL |
o
Existing DPLG policies |
o
Existing DPLG policies |
|
Research |
Research capacity to support the NHTL in the execution of
its duties established. |
o
A research unit has been established in the NHTL. |
o
50% |
o
10% |
|
Management Systems |
Financial and Human Resource Management systems
established |
o
Financial and Human Resource Management systems of the Government are
available and utilized by the NHTL. o
|
o
100% |
o
100% |
Autonomous HTL |
Recognition of the NHTL as an autonomous entity |
Recognition of the NHTL as an Autonomous entity |
o
Plan to realize the NHTL as a National Public Entity is in progress. o
|
o
30% |
o
10% |
ANNEXURE “B”
COMMENTS BY THE JOINT PORTFOLIO COMMITTEE
(2006-7 FINANCIAL YEAR)
The Joint Portfolio Committee raised the following comments:
1. The program
of action is past orientated
The secretary responded by going
through some of the programs and plans of the House to indicate that they are
more future than past oriented. They showed precisely what the NHTL intends to
achieve in the next three years.
Progress Made
The plan will be reviewed on an
annual basis to ensure that it is still in line with the mandate of the NHTL
and the institution of traditional leadership. The Committee will be invited to
contribute to the plan so that there is the same thinking and understanding of
our operation and mandate.
2. What is the DPLG doing to support the
NHTL
The DPLG Ministry has appointed a
two-a-side task team comprising of officials from dplg and NHTL to investigate
and recommend on the effectiveness and functioning of the NHTL and all the
Houses of Traditional Leaders. The other support is the whole administrative
support like HR, Finance, IT etc.
Progress made
The two-a-side task team has
completed its work and tabled the report to the Ministry for consideration and
approval. The approval of the report will see the amendment or the repeal of
the present legislation of the National House of Traditional Leaders in order
to give it more responsibilities and accountability as follows:
·
Interventional
powers of the NHTL in any Provincial House or Traditional Institution if so
required or requested
·
The
Act of the National House needs to be amended in order to move towards the
autonomy and to give more
authority over all Houses and Institutions of Traditional Leadership.
·
The
National House may play an oversight role over all Institutions of Traditional
Leadership.
·
All
Houses of Traditional Leaders should have their terms of office aligned with
that of the National House.
·
All
Houses be given the budget that will enable them to deliver on their mandate.
3. The NHTL is
mostly composed of Men as opposed to Women members
The NHTL comprises of members from
Provincial Houses. The NHTL is silent on the issue of gender and it is only
provided for in the Framework Act that a certain percentage of women should be
represented in the traditional council.
Progress made
The approval of the report by the
two-a-side team, which recommends the amendment of the NHTL Act to provide for
the representation of women in the NHTL, will be the only solution.
4. What
initiatives were done by the NHTL to communicate with Provincial Governments on
Traditional Leadership matters?
Requests to meet with the Premiers
Co-ordinating Council were made and a response is still awaited. The NHTL has
as well addressed the PCC whereby certain challenges were put to the Premiers
for consideration.
Progress made
The NHTL was supposed to address the
PCC last year (2006) in December, which amongst other issues was going to be
the matter of inclusion of traditional leadership in the programs of
government. This would have led to the agreement by the PCC to allow the NHTL
to address the Premiers Co-ordinating Committees on the subject of AmaKhosi.
5. Portfolio
Committee to meet with the NHTL and agree on oversight matters
The NHTL welcomed the idea and the
fact that the Joint Portfolio committee will facilitate the first meeting. This
will assist the NHTL in ensuring that it delivers in terms of the understanding
of the committee and the mandate of the NHTL.
Progress made
The Portfolio and Select Committees
to consider arranging a date for such engagement.
6. Traditional
Council’s willingness or unwillingness to participate or cooperate with
Municipal Councilors,
Traditional Councils including
headmen and headwomen need to be capacitated in order to clearly understand the
role of Municipalities in their areas. They need to be capacitated on
cooperative governance so that they can have a better understanding of service
delivery programs in rural areas.
Progress made
The MoU with SALGA will assist the
two organizations to co-operate. Furthermore, proper resourcing of the
Traditional Councils will ensure that at least they can deliver on their
mandate together with the Municipality through partnerships.
7. Difference
between the Traditional Authority and Traditional Council
The difference between the two is
that the first one is the Old order that did not require women and direct
election to be held prior to its constitution (untransformed). The latter is
the transformed Institution, which is expected to be composed of 40% directly,
elected and 60% selected by the traditional leader after consultation with the
royal family. Within the percentages there must be a one third representation
of women.
8. Is the status of Traditional Council
equal to the Municipality?
Municipality has the law making
powers, collection of taxes whereas the traditional council does not have the
above. The powers and functions of the Traditional Council are clearly defined
in the Framework Act, which will be discussed in the workshop to be called by
the Portfolio Committee.
Progress made
The workshop to be arranged by the
joint committee will ensure that such clarifications are made.
9. Audited Statement with the DPLG
All its finances and other matters like IT etc, of
the NHTL are managed by DPLG.
Progress made
DPLG will respond to all financial
matters of the NHTL because the NHTL corporate services is handled by the DPLG.
10. SADC-KHOTLA vis-
a-vis Internal Capacity? What are the consequences?
NHTL is leading the process of
establishing the SADC-KHOTLA. The various committees of the House are properly
running the internal processes of the NHTL. Regular meetings of the NHTL with
Provincial Houses in terms of Forums are encouraged where each forum will share
its challenges and successes. The NHTL has not abandoned the internal processes
but as part of the SADC and the Continent it must engage other traditional
leaders outside the borders of
Progress made
NHTL has given itself more time to
concentrate on the internal processes though engaging other traditional leaders
outside the borders of
11. IKS-
Interdepartmental Committee
The NHTL is not participating in the
said committee; however, it does have a working relationship with the
Department of Arts and Culture.