ATC210517: Report of the Select Committee on Cooperative Governance and Traditional Affairs, Water, Sanitation and Human Settlements on the 2021/22annual Performance Plans and Budget Allocations of the Departments of Cooperative Governance,Traditional Affairs and the Municipal Infrastrucutre Support Agent, Dated 14 May 2021
NCOP Cooperative Governance & Traditional Affairs, Water and Sanitation and Human Settlements
REPORT OF THE SELECT COMMITTEE ON COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS, WATER, SANITATION AND HUMAN SETTLEMENTS ON THE 2021/22ANNUAL PERFORMANCE PLANS AND BUDGET ALLOCATIONS OF THE DEPARTMENTS OF COOPERATIVE GOVERNANCE,TRADITIONAL AFFAIRS AND THE MUNICIPAL INFRASTRUCUTRE SUPPORT AGENT, DATED 14 MAY 2021
Having met with the Departments of Cooperative Governance (DCoG), Traditional Affairs(DTA) and the Municipal Infrastructure Support Agent (MISA) to examine their 2021/22 Annual Performance Plans and budget allocations, the Select Committee on Cooperative Governance and Traditional Affairs, Water, Sanitation and Human Settlements,reports to the National Council of Provinces (NCOP) as follows:
1. INTRODUCTION
1.1 The Money Bills Amendment Procedure and Related Matters Act (Act No.9 of 2009)empowers Parliament to recommend, reject or amend budgets of National Departments and Organs of State. The Act also enjoins Committees of Parliament to compile and adopt Budget Vote Reports, based on interactions with the relevant Departmentsand entities on their respective strategic and annual performance plans and budgets.
1.2 The Select Committee on Cooperative Governance and Traditional Affairs has a constitutional mandate to exercise oversight over theDCoG, DTA, Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities (CRL Rights Commission), the South African Local Government Association (SALGA), the Municipal Demarcation Board (MDB) and the Municipal Infrastructure Support Agent (MISA).
1.3 On 11 May 2021 Select Committee had virtual meetings with DCoG, DTA and MISA to consider their 2021/20 annual performance plans and budget allocations.
2. Presentation on the Annual Performance Plan and Budget Allocation of the
Department of Cooperative Governance
2.1 The Director-General presented the 2021/22annual performance plan and budget allocation of DCoG, the presentation focused on outputs, indicators and annual targets and budget allocation related to five programmes of the Department. These departmental programmes include Administration; Local Government Support and Intervention; Institutional Development; National Disaster Management Center; Community Work Programme and overall MTEF budget allocation.
2.2 The Director-General reported that the annual performance plan for the Department was tabled in Parliament on 15 March 2021,after development by Management in consultation with the Ministry.
3. Programme 1: Administration
3.1 The outputs of this Programme includes approval of Corporate Services Improvement Plan (CSIP), reports on implementation of plan, Financial Management Improvement Plan (FMIP) and Reports on implementation of plan, report on implementation of 2021/22 Internal Audit Plan and report on investigated corruption cases.
3.2 The annual targets of the Programme include the approval of Corporate Service improvement plan, submission of annual progress report; tabling of report on corruption cases and implementation of internal audit plan. Table 1 provides information on budget allocation for theAdministration Programme.
Table 1: Budget allocation for programme 1
|
Programme 1: Administration |
2021/22 (R’000) |
2022/23 (R’000) |
2023/24 (R’000) |
|
Current payments |
289 591 |
285 450 |
266 522 |
|
Compensation of employees |
156 860 |
149 213 |
129 799 |
|
Goods and services |
132 731 |
136 237 |
136 723 |
|
Transfers and subsidies |
119 |
122 |
122 |
|
Payments for capital assets |
3729 |
3948 |
4122 |
|
Grand Total
|
293 439 |
289 520 |
270 766 |
4. Programme 2: Local Government Support and Intervention
4.1 The output for Programme 2 include the District Development Model (DDM) district and metro One-Plans,Gender Responsive DDMframework, integration of the DDM monitoring framework and report on the integration of economic development plans integrated in the DDMOne-Plans.
4.2 The annual targets of Programme 2 include submission of 44 district and 8 metro One-Plans to the Minister by 31 March 2022; inclusion of gender responsive targets and indicators in the DDM framework by 30 September 2021; Integrated Monitoring framework for DDM reporting developed and approved by the Minister by 31 March 2022; report on alignment of IDPs to DDM One-Plans developed by 31 March 2022 and report on the integration of economic development plans in all DDM One-Plans developed by 31 March 2022. Lastly, the Monitoring and Intervention Bill to be tabled in Parliament by 31 March 2022. Table 2 below, provides the budget for the Programme and sub-Programmes.
Table 2: Budget Allocation for Local Government Support and Intervention
|
Programme 2: Local Government Support and Intervention |
2021/22 (R’000) |
2022/23 (R’000) |
2023/24 (R’000)
|
|
Current payments |
128 850 |
131 197 |
132 879 |
|
Compensation of employees |
92 264 |
93 780 |
95 324 |
|
Goods and services |
36 586 |
37 417 |
37 555 |
|
Transfers and subsidies |
17 025 442 |
18 360 433 |
19 150 593 |
|
Grand Total
|
17 154 292 |
18 491 630 |
19 283 472 |
5. Programme 3: Institutional Development
5.1 The major outputs of Programme 3 include, the Municipal Financial Viability Assessment and Improvement Tool; increased efficiency in electricity provision; rreport on the support on preparation of local government elections; integrated local government capacity building strategy; reports on National Responsible Citizenry Campaign; Reports on MPAC (Municipal Public Accounts Committees) functionality and improved audit outcomes.
5.2 The annual target for this Programme include the development of the Funding Model for Local Government by 31 March 2022; development and approval of Municipal Financial Viability Assessment and Improvement Tool by 31 March 2022; report on support provided to stakeholders for the 2021 local government elections by 31 March 2022; reports on stakeholder engagements conducted in a total of 16 districts by 31 March 2022; development of 4 MPAC functionality assessment reports by 31 March 2022. Below is the budget allocation for the Programme.
Table 3: Budget allocation for Institutional Development Programme
|
Programme 3:Institutional Development |
2021/22 (R’000) |
2022/23 (R’000) |
2023/24 (R’000)
|
|
Current payments |
210 009 |
215 532 |
222 519 |
|
Compensation of employees |
41 378 |
42 058 |
42 751 |
|
Goods and services |
168 631 |
173 465 |
179 768 |
|
Transfers and subsidies |
78 221 783 |
82 893 389 |
83 186 408 |
|
Grand Total
|
78 431 792 |
83 108 912 |
83 408 927 |
6. Programme 4: National Disaster Management Centre
6.1 The outputs of this Programme include, support to mmunicipalities in priority disaster areas to prevent, prepare for and mitigate disaster risks; report on sector departments supported in the implementation of disaster funding arrangements; reports on Disaster grants performance and expenditure and assessment reports on support for the implementation of the disaster management function in sector departments.
6.2 The annual target for this Programme include support of 10 municipalities in priority disaster areas to prevent, prepare and mitigate disaster risks through applicable disaster management plans with a focus on all hazards inclusive of COVID-19 by 31 March 2022 and the production of 4 monitoring reports on Disaster grant funding expenditure by 31 March 2022. See budget allocation below for this purpose.
Table 4: Budget Allocation for National Disaster Management Centre
|
Programme 4: National Disaster Management Centre |
2021/22 (R’000) |
2022/23 (R’000) |
2023/24 (R’000)
|
|
Current payments |
103 236 |
105 824 |
106 557 |
|
Compensation of employees |
27 649 |
28 099 |
28 557 |
|
Goods and services |
75 587 |
77 725 |
78 000 |
|
Transfers and subsidies |
498 883 |
516 842 |
518 669 |
|
Payments for capital assets |
2 937 |
3 105 |
3 242 |
|
Grand Total
|
605 056 |
625 771 |
628, 468 |
7. Programme 5: Community Work Programme (CWP)
7.1 The outputs of this Programme include enrolment and training of participants for CWP and the implementation of new model on CWP. The annual targets for this Programme include the participation of 250,000 people in the CWP programme by 31 March 2022; training of 25 000 CWP participants annually by 31 March 2022 and the development and approval by the Minister by 30 September 2021 of the implementation of new CWP model.
Table 5: Budget Allocation of the Community Works Programme
|
Programme 5: Community Work Programme |
2021/22 (R’000) |
2022/23 (R’000) |
2023/24 (R’000) |
|
Current payments |
4 220 153 |
4 354 120 |
4 365 775 |
|
Compensation of employees |
34 114 |
34 678 |
35 252 |
|
Goods and services |
4 186 039 |
4 319 442 |
4 330 523 |
|
Grand Total
|
4 220 153 |
4 354 120 |
4 365 775 |
Table 6: Overall MTEF Budget Allocation of the Department of Cooperative Governance
|
DCOG Overall |
2021/22 (R’000) |
2022/23 (R’000) |
2023/24 (R’000) |
|
Current payments |
4 951 839 |
5 092 114 |
5 094 252 |
|
Compensation of employees |
352 265 |
347 828 |
331 683 |
|
Goods and services |
4 599 574 |
4 744 286 |
4 762 569 |
|
Transfers and subsidies |
95 746 227 |
101 770 786 |
102 855 792 |
|
Payments for capital assets |
6 666 |
7 063 |
7 364 |
|
Grand Total
|
100 704 732 |
106 869 953 |
107 957 408 |
8. Observations of the Select Committee
8.1 The Select Committee observed that for 2023/24 for compensation of employees under the Administration Programme has declined. However, the Select Committee welcomed the inclusion of gender-based violence in the DDM framework.
8.2 While welcoming the 2021/22 Annual Performance Plan of the Department, the Select Committee raised concerns about the aging and maintenance infrastructure and the failure of some municipalities to use Municipal Infrastructure Grant (MIG) fund.
8.3 The Select Committee noted the departmental target to table the Monitoring and Evaluation Bill. However, the Select Committee raised concern about departmental delay of tabling the Monitoring and Intervention Bill in the absence of guidelines for the invocation of sections100 and 139 of the Constitution in municipalities and the provinces.
8.4 The general concerns raised by the Select Committee which affect some municipalities included lack of consequence management; non–functionality of MPACs, non–performance of the participants of CWP, lack of absorption and exit strategy as well as slow progress on corruption cases in the municipalities.
9. Recommendations of the Select Committee
9.1 DCoG should fast-track the tabling of the Monitoring and Intervention Bill, so as to provide guidelines and norms on the invocation of section 139 in the municipalities and norms and standards for the Administrators to be established.
9.2 The DTA should provide quarterly progress reports on the implementation and achievements of annual targets, as contained in departmental 2021/2022 annual performance plan and budget allocation.
9.3 The Select Committee to align its quarterly programmes, in line with the annual targets of the DCoG, in order to ensure monitoring, executive accountability and parliamentary oversight on the implementation of the 2021/22 annual performance plan.
10. Presentation on 2021 /22 Annual Performance Plan and Budget Allocation of theDepartment of Traditional Affairs
10.1 The Director-General presented the 2021/22 annual performance plan and budget allocation of the DTA. The presentation focused on the outputs, indicators and annual targets related to the departmental programmes. These include Programmes on Administration,Research, Policy and Legislation,Institutional Support and Coordination and budget allocation over the medium-term period.
10.2 The Director-General reported that the 2021/22 annual performance plan of the DTAwas tabled in Parliament on 15 March 2021.
11. Programme 1: Administration
11.1 The output indicators of this Programme includes 80% achievement of performanceagainst OrganisationalPerformance Information (OPIM) Compliance Management Plan, and 80% implementation of actions in the Corporate and Financial Management (CFM) Compliance Management Plan.
11.2 The purpose of the indicators and annual target is to implement performance indicators in the Organisational Performance Information Compliance Management and Corporate and Financial Management Plans in order to contribute towards good governance by the Department.
12. Programme 2: Research, Policy and Legislation
12.1 The output indicators of this Programme include monitoring of the implementation of the Traditional and Khoi-San Leadership Act (TKLA) and the Framework on resolution of the Traditional Leadership Disputes and Claims and development of draft sets of regulations on identified sections of the TKLA developed per year.
12.2 In order to ensure functional and transformed institution of traditional leadership, a number of research studies will be conducted in the Traditional Affairs Research Agenda on transformation and human rights related matters, within the institution of traditional leadership. The intended outcome of the research is to inform women empowerment, gender equity and transformation programmes that address challenges of women in the sector.
12.3 For the Development communities in areas of traditional leadership, a number of research studies will be conducted in the Traditional Affairs Research Agenda on socio-economic development related matters of traditional communities.
13. Programme 3: Institutional Support and Coordination
13.1 The 2021/22 outputs and indicators of the Programme on Institutional Support and Coordination include the following:
- Monitoring of the implementation of social cohesion programme by the Provincial Houses of Traditional Leaders.
- Conducting awareness campaigns on the customary initiation practice.
- Monitoring provinces on adherence to initiation policy guidelines.
- Monitoring provinceson the participation of Local Houses of Traditional Leaders in government development programmes, in terms of the DDM.
- Monitoring 8 provinces on the implementation of section 24 of the TKLA. This intervention is meant to encourage traditional councils to enter into partnership agreements with government and other partners, for socio-economic development of traditional communities.
- Monitoring provinces on the implementation of the Agrarian Revolution programme in traditional communities.
- Consulting 7 Provincial Houses of Traditional Leaders on the Communal Land Tenure Policy.
- Training 8 Houses of traditional leaders on Gender Based Violence and Femicide (GBVF).
- Observations of the Select Committee
14.1 The Select Committee has noted and welcomed that the DTA will be monitoring the implementation in 8 provinces of the section 24 of the TKLA. This intervention is meant to encourage traditional councils to enter into partnership agreements with government and other partners for socio-economic development of traditional communities.
14.2 While welcoming the 2021/22 annual performance plan of the DTA, the Select Committee emphasized the importance of education and awareness campaign on the objects of Customary Initiation Bill in the communities in order to deal with illegal schools and mitigation of deaths of the initiates.
15. Recommendations of the Select Committee
15.1 The Department of Traditional Affairs should ensure that once the Customary Initiation Bill has been signed by the President, the content of the Act should be published and packagedinto nationalcampaigns so as to raise education and awareness within the communities.
15.2 The Select Committee to align its quarterly programmes in line with annual targets of the DTA in order to ensure monitoring, executive accountability and parliamentary oversight on the implementation of the 2021/22 annual performance plan.
15.3The DTA should provide quarterly progress reports on the implementation and achievements of its annual targets, as contained in departmental 2021/22 annual performance plan and budget allocation.
16. Presentation on 2021/22 Annual Performance Plan and Budget Allocation of the Municipal Infrastructure Support Agent (MISA)
16.1 The Chief Executive Officer (CEO) presented the 2021/22 annual performance plan and budget allocation of MISA. The CEO reported that the Agent tabled its approved annual performance plan for 2021/22 financial year in Parliament on 15 March 2021.
16.2 The presentation focused on outputs and annual targets of the Programmes related to Administration; Technical Support Services and Infrastructure Delivery Management Support.
17. Programme 1: Administration
17.1 The main output indicators of the Administration Programme will be to implement plan related to communication strategy;risk management, internal audit, ICT operations and procurement as well as the achievement of an unqualified audit opinion on annual financial statements for 2020/21 financial year.
18. Programme 2: Technical Support Services
18.1 The 2021/22 outputs and indicators of the Technical Support Services Programme include the following:
- Implementation of number of Municipal Water Conservation or Water Demand Management (WC/WDM) strategies implemented.
- Support of WSA’s supported with integration and prioritization of strategies for alignment of bulk and reticulation projects in municipal IDPs.
- Support of municipalities with mainstreaming labour intensity construction methods in the projects implemented, through conditional grants.
- Support of districts to improve infrastructure asset management practices.
- Support a number of districts with the implementation of operations and maintenance related activities.
- Support of districts to improve performance on MIG programme and reduce infrastructure backlog.
- Enrolment of youth enrolled in the MISA Apprenticeship Programme.
- Enrolment of youth in the MISA Experiential Learnership Programme.
- Enrolment of Youth in the MISA Young Graduate Programme.
- Awarding of youth of MISA bursaries in technical qualifications relevant to local government infrastructure.
- Training of municipal officials in municipal infrastructure management and enrollment in MISA Recognition of Prior Learning (RPL) Programme.
- Support of districts with the implementation of integrated infrastructure plans, through the DDM.
- Review of SPLUMA compliant municipal spatial plans, policies, structures and systems and IDPs.
- Support of districts to implement Solid Waste/Integrated Waste Management (IWM) services.
- Support of districts to improve capacity and access to electricity services with implementation of a performance monitoring strategy and electricity supply management strategies.
- Support of districts with the compilation and implementation of infrastructure functionality assessment reports.
19. Programme 3: Infrastructure Delivery Management Support
19.1 The 2021/22 outputs and indicators of the Infrastructure Delivery Management Support Programme include the following:
- Number of districts supported with the enhancement of infrastructure procurement practices.
- Annual report developed on state of municipal functionality for infrastructure delivery.
- Number of municipalities supported to improve infrastructure development through partnerships with public, private sector and non-governmental entities.
- Number of municipalities supported with implementation of long-term infrastructure investment plans through DDM framework.
- Number of municipalities supported to access alternative funding sources for infrastructure development through DDM.
- Number of municipalities supported to plan and implement climate friendly projects through infrastructure grants, and access funding for climate change mitigation and adaptation projects.
20. Observations of the Select Committee
20.1 The Select Committee welcomed the 2021/2022 Annual Performance Plan of Municipal Support Infrastructure Agent. However, the Select Committee noted that the presentation did not provide a breakdown per province of the municipalities and districts that are technically supported.
21. Recommendations of the Select Committee
21.1 MISA to provide the Select Committee with the provincial breakdown of the list of the municipalities and districts that are technically supported, including progress and challenges.
21.2 On the bursaries in technical qualifications that MISA is providing, they should provide information to the Select Committee on the criteria and processes they follow. Further, provide a report on how many students have been assisted in the past financial year, and whether those students who has successful completed the programme have been employed.
21.3The Select Committee to align its quarterly programmes in line with annual targets of MISA, in order to ensure monitoring, executive accountability and parliamentary oversight on the implementation of the 2021/22 annual performance plan.
21.4 MISA should provide quarterly progress reports on the implementation and achievements of annual targets as contained in 2021/22 annual performance plan and budget allocation.
Report to be considered.
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