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LIST OF ACRONYMS 3 FOREWORD BY THE MEC FOR CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS 4
OFFICIAL SIGN OFF 7 PART A : STRATEGIC OVERVIEW 8 1. Vision 8 2. Mission 8 3. Values 8 4. Legislative Mandates 9 4.1. .. ......... 9 4.2. 9 4.3. 10 4.3.1. 4.3.2. National ..
10 11
4.3.3. ANC 4.3.4. Provincial Growth and Deve 4.3.5. 4.3.6. Integrated Urban Develop 4.4. Relevant
13 14 15 16 16
5. Principles .. 17 6. New Approach for COGTA . 17 6.1. . .. 17 6.2. The Approach fo ... 18 6.3. 19 7. Situational Analysis ... 20 7.1. 20 7.2. 25 7.3. 26 7.4. Implementation of the Strategic Plan 27 7.5. 27 8. Strategic Outcome Oriented Goal 8.1. Department Goals, Strategic Objectives and indicators 8.2. Alignment 9. Strategic Outcome Oriented Goals ... 10. .
28 28 30 33 34
PART B : STRATEGIC OBJECTIVES 11. Alignment with
37 38
12. 46 13. .. 58 14. 68 15. ......... 81 PART C: LINKS TO OTHER PLANS 85 16. Links to the Long Term Infrastructure and other Capital Plans ... 85 17. .......... 18
86 89
19. Public- 89
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LIST OF ACRONYMS
ANC African National Congress APP Annual Performance Plan COGTA Department of Co-operative Governance and Traditional Affairs CSC Community Service Centres CWP Community Works Programme DPME Department of Performance Monitoring and Evaluation DWAS Department of Water Affairs and Sanitation EPWP Expanded Public Works Programme GIS Geographical Information System IDP Integrated Development Plan IUDF Integrated Urban Development Framework IGR: Intergovernmental Relations KZN KwaZulu-Natal LED Local Economic Development LG Local Government LUMS Land Use Management System M and E Monitoring and Evaluation MTSF Medium Term Strategic Framework NDP National Development Plan NEC National Executive Committee OTP Office of the Premier OSS Operation Sukuma Sakhe PAJA Promotion of Administrative Justice Act PAIA, Promotion of Access to Information Act, PDA Planning and Development Act PGDP Provincial Growth and Development Plan SDBIP Service Delivery Budget Improvement Plan SDF Spatial Development Framework SPLUMA Spatial Planning and Land Use Management Act TA Traditional Authorities TIS Traditional Institutional Support UAP Universal Access Plan
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MEC FOREWORD FOREWORD TO THE FIVE-YEAR COGTA STRATEGIC PLAN BY HONOURABLE NOMUSA DUBE-NCUBE, MEC FOR COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS I am pleased to introduce the strategic plan document for the Department of Cooperative Governance and Traditional Affairs. This Strategic Plan outlines the strategic initiatives and commitments by the department to protect, guide and direct its unique mandate over the next five years. It is a blueprint that defines our strategic path in our pursuit of a radical developmental agenda which derives from the now sixty-year old Freedom Charter and
One author once said that “planning is bringing the future into the present so that you can do something about it now”. With this strategic plan document we aim to bring the future into the present and we are doing something about it now. We are convinced that, working together with our stakeholders and working with vigour and tenacity, we will succeed. The programme of action contained in this plan is informed by our new bible of action in the sphere of local governance, commonly known as the Back to Basics programme. Through the Back to Basics initiative we will seek to: Put the people and their concerns first and ensure constant contact with communities
through effective public participation platforms; Create conditions for decent living by consistently delivering municipal services to the
right quality and standard. This includes planning for and delivering infrastructure and amenities, maintenance and upkeep;
Ensure no failures in services and where there are failures, restore services with urgency;
Ensure well governed municipalities that demonstrate good governance and administration cut wastage, spend public funds prudently, hire competent staff, and promote transparency and accountability;
Ensure prudent management of resources so as to sustainably deliver services and bring development to communities; and
Build and maintain sound institutional and administrative capabilities, administered and managed by dedicated and skilled personnel at all levels.
These priorities that will guide the delivery targets of the department in the next five years are a clear indication that our uninterrupted march towards a united, democratic, non- sexist, non-racial and prosperous society, as envisioned in the Freedom Charter, is, indeed, on course.
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This plan presents a paradigm shift and a breakaway from the traditional way of doing things. It ushers in a period of accelerated change and heightened service delivery. In essence, it is putting a sense of urgency in everything we do. It calls on Cogta and its social partners to do things differently with speed and determination in line with our new mandate of cooperative governance. As part of our implementation of the NDP goals, we will seek to ensure that all developments, whether social or economic, do not produce outcomes that reinforce the marginalisation of our people, informed by the wise counsel of Amilcar Cabral who said that “the people are not fighting for ideas, for things in anyone’s head. They are fighting to win the material benefits, to live better and in peace, to see their lives go forward, to guarantee the future of their children”. We will ensure that the NDP is turned into a living document by our municipalities and traditional leaders so that the lives of our people can move forward and the future of their children is guaranteed. In this country, we are still living in a divided society characterised by the poor, marginalised townships, informal settlements and rural population on the one hand, and the affluent, rich and urban population on the other. This state of affairs is discomforting and reminds us of the mammoth task ahead for the bridging of this divide. Through its radical spatial development agenda, Cogtconditions for everyone to realise their potential in life regardless of their background or residence. The development opportunities will be harnessed and made available to all with a deliberate bias towards the remote, rural and previously neglected. The 2014 electoral mandate from the majority of our people presupposes a new approach to the societal challenges facing our country today. It calls for responsive, effective and efficient state machinery to the needs of the poor. It is therefore, within this context, that the strategic thrust of Cogta is repositioned and recontextualised. For this enormous task, we need reliable civil service machinery ready to intervene whenever the need arises. We will therefore ensure that governance systems are streamlined and utilised as a vehicle to
We will ensure appropriate capacity administrative, technical and financial both in our own ranks and in all our municipalities. We will also create a platform that encourages co-ordination and elimination of duplication. Synergies will be leveraged for improved efficiency. Corruption and underperformance will become history, with all wrongdoing met with harsh consequences. We intend distinguishing ourselves by deploying only those employees who have a passion to serve and whose interests remain indebted to those of the communities they serve. With regard to the Institution of Traditional Leadership the five strategic focus areas will be:
Stabilisation and strengthening of Traditional Leadership Promotion of cultural and customary way of life which conforms to the Bill of Rights,
Constitutional and democratic principles Implementation of policies, legislation and regulations towards transformation and
regulations of the sector.
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Coordinate interfaith to promote social cohesion and nation building Revive and activate support of traditional institutions to promote socio-economic
program In line with the 2014 manifesto of the ruling party, our government has resolved to deepen its base and root itself amongst the poor and working class masses of this country. In doing so, deliberate interventions will be spearheaded in all spheres of government in order to stay focused on the common national agenda of creating decent jobs, fighting poverty, combating crime and corruption, improving the delivery of quality services to all, and advancing rural development, agrarian reform and food security. We at Cogta promise to be a catalyst in ensuring that these initiatives are felt on the ground and become a reality in the local communities by the close of the five-year span of this Strategic Plan. The success of any plan lies in its execution. We will vigorously guard against any execution deficit as we roll-out the plans encapsulated in this document. While performance indicators and timelines will help guide the administrative process of monitoring and evaluating our efforts, it is ultimately about how swiftly and effectively we improve people’s lives through service delivery that will help us to gauge the impact of our plan. We have no doubt that this plan as well as those tasked with job of executing it will rise to the occasion to fulfil the promise held by this new era of radical socio-economic transformation. With this five-year plan we aim to bring the future into the present and we are doing something about it now. We are convinced that, working together with all our stakeholders, we will succeed.
Hon. Nomusa Dube-Ncube, MPL MEC for Cooperative Governance and Traditional Affairs KwaZulu-Natal Provincial Government
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OFFICIAL SIGN-OFF It is hereby certified that this Strategic Plan:
Was developed by the management of the Department of Co-operative Governance
and Traditional Affairs (COGTA) under the guidance of MEC Ms. N. Dube-Ncube Takes into account all the relevant policies, legislation and other mandates for which the
Department is responsible for. Accurately reflects the strategic goals and objectives which the Department will
endeavour to achieve over the period 2015-2020.
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PART A: STRATEGIC OVERVIEW 1. VISION COGTA envisages - 2. MISSION -operation amongst governance institutions
3. VALUES
The Department seeks to ensure quality service provision of its core mandatory functions through the following core values:
VALUE DEFINITION Transparency, integrity, professionalism and objectivity
Allowing service beneficiaries and staff to ask questions and responding to their enquiries honestly, frankly, and timely.
A high standard of fiscal discipline and accountability
All expenditure be accounted for and be aligned to Departmental objectives.
Value for money Adding value to the lives of service beneficiaries.
Open communication and consultation
Listening to and taking account of the views and paying heed to the needs of service beneficiaries when deciding what services should be provided.
Respect for staff and investment in them as a valued asset
Treating staff with consideration and respect, and assign development programmes in line with the Departmentobjectives and provide a wellness programme.
Recognition of performance excellence Rewarding and recognising staff for good performance.
Service excellence through teamwork, sound planning and committed implementation
Support programmes developed by the Department are designed and monitored to have impact on service beneficiaries.
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4. LEGISLATIVE MANDATES 4.1. Constitutional Mandate The mandates of the Department of Co-operative Governance and Traditional
Affairs are embodied in the following sections of the Constitution, 1996: (a) Section 139 provides for provincial invention in local government. This
intervention in municipalities, includes the issuing of directives, and managing interventions by the Provincial Executive Council in accordance with the provisions of section 139(1)(b) and (c);
(b) Section 154 determines that provincial governments must provide support and capacity-building to municipalities by legislative and other means, to assist municipalities to manage their own affairs, to exercise their powers and to perform their functions;
(c) Section 155(5) and (6) determines the types of municipalities in KwaZulu-Natal, and establishes municipalities in KwaZulu-Natal, whereafter the Municipalities, by legislative and other measures, must be monitored and supported, in addition to which the Department must promote the development of local government capacity, to enable municipalities to perform their functions and manage their own affairs; and
(d) Section 155(7) stipulates that provincial governments have legislative and executive authority to see to the effective performance by municipalities of their functions in respect of matters listed in Schedules 4 and 5, by regulating the exercise by municipalities of their executive authority referred to in section 156(1).
4.2. Legislative Mandates The following legislation is administered by the Department:
(a) Local Government: Municipal Systems Act, 2000 (Act No. 32 of 2000) (b) Local Government: Municipal Structures Act, 1998 (Act No. 117 of 1998) (c) Local Government: Municipal Financial Management Act, 2003 (Act No. 53 of
2003) (d) Local Government: Municipal Property Rates Act, 2004 (Act No. 6 of 2004) (e) Local Government Demarcation Act, 1998 (Act No. 6 of 2004) (f) Local Government Municipal Electoral Act, 2000 (Act No. 27 of 2000) (g) Traditional Leadership and Governance Framework Act, 2003 (Act No. 41 of
2003) (h) Disaster Management Act, 2002 (Act No. 57 of 2002) (i) Spatial Planning and Land Use Management Act, 2013: (Act No. 16 of 2013) (j) Infrastructure Development Act, 2014 (Act No. 23 of 2014) (k) Municipal Fiscal Powers and Functions Act, 2007 (Act No. 12 of 2007) (l) Remuneration of Public Office Bearers Act, 1998 (Act No. 20 of 1998) (m) KwaZulu-Natal Planning and Development Act, 2008 (Act No. 6 of 2008) (n) KwaZulu-Natal Pounds Act, 2006 (Act No. 3 of 2006) (o) KwaZulu-Natal Cemeteries and Crematoria Act, 1996 (Act No. 32 of 2000) (p) KwaZulu-Natal Determination of Types of Municipalities Act, 2000 (Act No. 7
of 2000)
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(q) KwaZulu-Natal Traditional Leadership and Governance Act, 2005 (Act No. 5 of 2005)
(r) Fire Brigade Services Act, 1987 (Act No. 99 of 1987) 4.3. Policy Mandates
Policy mandates have in the past created the parameters within which laws have been developed. For example, the White Paper on Developmental Local Government created the policy environment for the development of the Municipal Structures, Systems, Financial Management and Intergovernmental Relations Acts. Policy mandates are also associated with policy pronouncements such as: the National Development Plan (NDP), Medium Term Strategic Framework (MTSF) and the Provincial Growth and Development Plan (PGDP) which then enhance the mandate for Co-operative Governance.
4.3.1. Freedom Charter, 1955
The Freedom Charter is a document that the Congress of the People adopted in 1955 as to what would be a picture of a free South Africa. The Freedom Charter declares that ''South Africa belongs to all who live in it, black and white, and no government can justly claim authority unless it is based on the will of all the people" (Freedom Charter, 1955: 1). The will of all people is at the centre, and forms a base for this document. The core principles of the Freedom Charter find manifestation in the SA Constitution. The key opening demand for the people shall gover nd women off all races, sex and colour have a right to vote, and can stand as a candidate for all bodies which make law and are entitled to be part of the administration of the country. Indeed, as COGTA we have witnessed that our government is elected regularly through transparent, free and fair elections as a prerequisite of our democracy demanded by the Freedom Charter. Every South African has the right to elect a government of his or her own choice. Regardless of race, the charter also calls for full equal rights for all citizens including human rights; common ownership of land and industry; equality before law; right to housing, security and comfort; jobs and security; fully-funded education for children and greater access to higher education. The Freedom Charter remains the platform and vision for South African policies, strategic thinking and aspirations that South Africa seeks to achieve. On the Statement of the National Executive Committee (NEC) of the African National Congress, President Jacob Zuma defines National Development Plan (NDP) as an overarching plan and a vision to realise the ideals of the Freedom Charter to put in
place a South Africa that belongs to all who live in it (Statement of the NEC of the ANC, 2015: 3). This means that the NDP is our long term vision to attain the objectives of the Freedom Charter.
26 June 2015 marks the 60th anniversary of the adoption of the Freedom Charter. While there has been huge progress, there is still a lot to be done for our people in giving effect to the ideals envisaged by the Freedom Charter. Our role as COGTA is to co-ordinate, lead Integrated Provincial Service Delivery; support ward based
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planning; and strengthen Local Government to ensure that it has the necessary capacity to decently house people whilst providing other necessary services such as transport, roads, lighting, playing fields, creches and social centres called for by the Freedom Charter. The Department will also work towards improving consultation, communication and feedback in municipalities and Traditional Councils.
4.3.2. National Development Plan and Medium Term Strategic Framework
The National Development Plan is a plan for South Africa and provides a broad strategic framework to guide key choices and actions in order to eliminate poverty, reduce inequality and unemployment by 2030. The NDP approach draws extensively on the notion of capabilities, active citizenry and inclusive economy, enhancing the capacity of the state, and promoting leadership and partnerships throughout society. As with the Freedom Charter, NDP calls on our people to be part of an active citizenry and to take greater collective responsibility for their own development.
Chapter 4 of the NDP: Economic Infrastructure stipulates that in order for the country to support the long term economic objectives and development goals, South Africa needs to extensively invest in basic services such as electricity, water, sanitation, telecommunications and public transport. The challenge is to maintain and expand the provision of basic services in order to address the demands of the growing economy. Our role as COGTA includes providing support to municipalities in the provision of new infrastructure, as well as operational, maintenance and upgrade of existing infrastructure. In addition, COGTA will strengthen the capacity of municipalities to efficiently deliver infrastructure services to the required standard.
According to Chapter 5 of the NDP: Environmental Sustainability and Resilience, developmental challenges must be addressed in a manner that ensures environmental sustainability and builds resilience to the effects of climate change, particularly in poorer communities (NDP, 2011: 197). To this effect, adaptation strategies in conjunction with national development strategies should be implemented, including disaster preparedness, investment in more sustainable technologies and programmes to conserve and rehabilitate ecosystems and biodiversity assets. Consequently, the strategic objective of KZN COGTA is to increase adaptation to Climate Change impacts and improve Disaster Management by identifying and putting into effect appropriate policies and measures. Chapter 6 of the NDP: An Integrated and Inclusive Rural Economy states that by 2030 South African rural communities must have better opportunities to fully participate in the economic, social and political life of the country. Our people will only achieve this through access to high-quality basic services which will enable
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them to seek economic opportunities. COGTA acknowledges the challenges at municipalities and it is then our priority to implement the Back to Basics programme and ensure that all municipalities move from a dysfunctional to functional state.
One of the key objectives of the NDP is to ensure a transformed Human Settlement (Chapter 8). To have a strong and efficient spatial planning system well integrated across the spheres of government. Among other things this will require:
Reforms to the current planning system for improved co-ordination; Develop a strategy for densification of cities and resource allocation to promote
better located housing and settlements; Introduce spatial development framework and norms, including improving the
balance between location of jobs and people; and Provide incentives for citizen activity for local planning and development of
spatial compacts.
Chapter 13 of the NDP: Building a Capable and Developmental State places emphasis on building a capable state to eliminate poverty, reduce inequality and unemployment by 2030. Our determination is to ensure that Local Government has committed people with appropriate skills and is capable of being transformative and developmental state to achieve NDP goals. Building a capable state necessitates the following: Stabilisation of the political administrative interface; Making the public service and local government careers of choice; Development of technical and specialist professional skills; Improving relationships between the spheres of government, and Reforming the state owned enterprises.
Chapter 14 of the NDP: Fighting Corruption states that corruption frustrates the ability of operating fairly and efficiently, and hinders the ability to deliver on its development mandate. A corruption country will be realised through:
Enforcement of law, procedures and policies that will ensure that anti-corruption agencies have requisite resources and independence;
Prevention which focuses on the effectiveness of the available systems, institutional arrangements and accountability in the organisation; and
Education in society which is about the society understanding the social dimensions of corruption and reporting it.
Operation Clean Audit, good governance, sound financial management and accountability remain the priority for COGTA. The National Development Plan is the collective future of people of South Africa regardless of gender and race and it is our responsibility to make it work. Chapter 15 of the NDP: Transforming Society and Uniting the Country emphasises that people must unite around a vision of a better South Africa. This
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indicates that citizens have an important role to play in bringing about transformation and holding government accountable for the services they deliver. Participation in Local Governance is a key principle of post-apartheid legislation. White Paper on Local Government (1998) encourages municipalities to find ways of structuring participation to enhance service delivery. COGTA will work towards strengthening the functionality of oversight structures; Ward Based Planning; Ward Committees; improve timeous consultation, communication and feedback in municipalities and Traditional Councils. It will also enhance the participation of Traditional Leaders in municipalities and improve IGR Structures. The MTSF is the short term strategy that gives effect to the NDP. The NDP and MTSF identify the following priorities that are particularly important to improve Local Government performance and ensure quality service delivery: a) Members of society have sustainable and reliable access to basic services.
(Outcome 9: Sub Outcome 1). b) Intergovernmental and democratic governance arrangements for a functional
system of co-operative governance strengthened (Outcome 9: Sub Outcome 2). c) Sound financial and administrative management. (Outcome 9: Sub Outcome 3). d) Promotion of social and economic development. (Outcome 9: Sub Outcome 4) e) Local public employment programmes expanded through the Community
Work Programme. (Outcome 9: Sub Outcome 5).
4.3.3. ANC Manifesto 2014 In line with the NDP, the ANC manifesto aims to move South Africa forward in addressing the challenges of poverty, unemployment and inequality over the next five years through: Building an inclusive economy that creates jobs; Transforming rural areas; Ensure decent living conditions and sustainable human settlements; Improve and expand education and training; Ensure quality health care for all; Expand comprehensive social security; Fight corruption and crime; and Build a united nation and promote social cohesion.
Within the context of the Manifesto, the ruling party has pronounced on the following commitments and imperatives of Local Government (ANC Today, 20 February 2015): Implement free basic services for indigent households and support
municipalities where they lack capacity; Guide municipalities to ensure compliance with legislative requirements in
respect of municipal revenue, financial management and sustainability;
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Ensure that infrastructure grants are utilised optimally and used for their intended purpose;
Deal with prevalence of corruption; Include Back to Basics document to our commitments (Strategic Plans); Connect and interact with communities, reports back regularly and ensure
public participation; Eradicate the culture of entitlement in our communities; Ensure that Local Government is responsive, accountable, effective and
efficient; and Provide support to poor municipalities so they are able to implement
infrastructure capital and maintenance plans.
4.3.4. Provincial Growth and Development Plan The KwaZulu-Natal Provincial Growth and Development Plan (PGDP) is a comprehensive document that addresses the enormous triple challenge of poverty, inequality and unemployment. is a long-term plan which sets ambitious but achievable targets that will be realised by the year 2030. The PGDP espouses the Provincial vision that: KwaZulu-Natal will be a prosperous Province with a healthy, secure and skilled population, acting as a gateway to Africa and the World. The PGDP is aligned to the National Development Plan.
The Strategic Goals and Objectives of the PGDP are as follows:
STRATEGIC GOALS OBJECTIVES Job Creation Enhance Industrial Development through Trade,
Investment & Exports Expansion of Government-led Job Creation
Programmes Promoting SMME, Entrepreneurial and Youth
Development Enhance the Knowledge Economy
Human Resource Development
Improve Early Childhood Development, Primary and Secondary Education
Support Skills alignment to Economic Growth Promote enhanced Youth Skills Development & Life-
Long Learning
Human And Community Development
Poverty Alleviation & Social Welfare Enhancing Health of Communities and Citizens Safeguard Sustainable Livelihoods & Food Security Sustainable Human Settlements Enhancing Safety & Security Advance Social Cohesion Promote Youth, Gender and Disability Advocacy & the
Advancement of Women
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STRATEGIC GOALS OBJECTIVES Strategic Infrastructure Development of Ports and Harbours
Development of Road & Rail Networks Development of ICT Infrastructure Improve Water Resource Management Develop Energy Production Capacity
Responses to Climate Change
Increase Productive Use of Land Advance Alternative Energy Generation Manage pressures on Biodiversity Disaster Management
Governance and Policy Strengthen Policy, Strategy Co-ordination and IGR Building Government Capacity
Eradicating Fraud & Corruption Promote Participative, Facilitative & Accountable
Governance
Spatial Equity Actively Promoting Spatial Concentration Facilitate Integrated Land Management & Spatial
Planning
4.3.5 National Department of Co-operative Governance and Traditional Affairs
priorities The priorities of Co-operative Governance are as follows:- Responding vigorously to immediate crises;
There shall be targeted and vigorous response to corruption and fraud, and zero tolerance.
Going back to basics; After the classification of municipalities into three categories namely: doing well, middle path and dysfunctional, the municipalities will be supported to ensure effective public participation; good governance and accountability; sound financial management; sound institutional and administrative capabilities; and deliver basic services.
Continuing to build resilient local government institutions; As per NDP, in order to achieve transformation, it is the role of Co-operative Governance to ensure that municipalities are functional in order to create safe, healthy, and economically sustainable areas where citizens and people can work, live and socialise. Municipalities will be supported to progress to the higher path.
Understanding and responding to structural challenges; The functionality and viability of municipalities indicate that the boundaries of a number of municipalities should be re-determined to ensure a transformed human settlement (Chapter 8 of the NDP). Also, the Integrated Urban Development Framework will guide the development of inclusive, resilient and liveable urban settlements.
Improving intergovernmental systems. COGTA acknowledges the significant role that all three spheres of government have to play in ensuring well-functioning municipalities. One of the priorities
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of COGTA Ministry during this medium term is to harmonize the relations between the municipalities and the Traditional Institution, as part of implementing the Back to Basics Approach. In keeping with this approach the municipal and traditional structures will establish strong collaborative working relationships to create decent living conditions. Existing intergovernmental platforms will be used to monitor and review progress of service delivery.
Traditional Affairs has identified the following five priorities over the medium term period:
Stabilisation and strengthening of Traditional Leadership; Promotion of cultural and customary way of life which conforms to the Bill of
Rights, Constitutional and democratic principles; Implementation of policies, legislation and regulations towards transformation
and regulation of the sector; Coordinate interfaith to promote social cohesion and nation building; and Revive and activate support of Traditional Institution to promote socio-
economic programmes 4.3.6 Integrated Urban Development Framework (IUDF) The Integrated Urban Development Framework is the policy framework which aims
to guide the development of inclusive, resilient and liveable urban settlements, whilst addressing the unique conditions and challenges facing South African cities and towns. The vision of the policy Liveable, safe, resource-efficient cities and towns that are socially integrated, economically inclusive and globally competitive, where
(UIDF, 2014: 6).
The rationale is that apartheid spatial patterns still persist in our towns and cities and most municipalities cannot deal with these challenges themselves. This policy will assist municipalities to effectively manage urbanisation hence; reduce poverty, unemployment and inequality. The Integrated Urban Development Framework is the policy response to Chapter 8 of the NDP as well as chapter 3, 4, 15 and 13. Below are the seven policy pillars of IUDF: Integrated transport and mobility; Integrated sustainable human settlements; Integrated infrastructure planning; Inclusive economic development; Efficient land governance and management; Empowered active communities; and Effective urban governance.
4.4 Relevant Court rulings.
The Department has no relevant court ruling that have a bearing on service delivery.
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5. PRINCIPLES (a) The Strategic Plan needs to be action oriented. This means that the deliverables
giving effect to the Strategic Objectives must be clearly defined, measurable and performance orientated. These deliverables must provide a clear indication of the expected change at community level. This can then be monitored and evaluated in order to track the progress made. The deliverables must further be performance orientated which means that the deliverables must show a movement from the current state to an improved state.
(b) In order for the Strategic Plan to be effectively implemented, the issue of accountability from the top-down needs to be enforced. The Performance Agreements of all staff must be linked to the Strategic Plan and Annual Performance Plan (APP) of the Department. The process is outlined in the Performance Monitoring and Evaluation Guideline which was adopted by EXCO in March 2014. In addition, the subject of poor performance will need to be dealt with in accordance with the Human Resource (HR) Policy more rigorously.
(c) Issues reflected in the, NDP, MTSF and more particularly the delivery agreement on Outcome 9 need to be applied and contextualised within the provincial context by specifying the Departments commitment to the outputs and targets. COGTA has to play a pivotal role in practically ensuring that national and provincial priorities are aligned with local objectives. It is then expected that the principles proposed have to lead to effective targeting, sequencing, trading off, resourcing and consultation with communities and delivery partners.
(d) The new approach of business unusual and moving to action oriented service delivery, dictates that the implementation of Batho Pele principles (White paper on Transforming Public Service (1997), is of vital importance. This requires an action oriented approach in delivering services which places citizens at the centre of service delivery. The implementation of the Batho Pele principles should not be seen as add-on functions but as integral to our daily planning, implementation and monitoring of service delivery projects.
6. NEW APPROACH FOR COGTA 6.1. Background
Intergovernmental Relations (IGR) and Co-operative Governance are described in the White Paper on Developmental Local Government (1999) as a process of co-operative decision making to coordinate priorities, budgets, policies and activities across sectors, information dissemination and the prevention and resolution of conflicts. This involves harnessing of all public resources behind common goals and within a framework of mutual support; developing a cohesive and multi-sectoral perspective in the interests of the country; co-ordinating activities to avoid wasteful competition and duplication, settling disputes constructively and rationally and clearly defining the roles and responsibilities of government. In line with this, the NDP clearly articulates that Local Government is at the centre of development and to achieve the
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aspiration of a transformed and effective Local Government system will require strong leadership and clear direction through a clear and consistent, long-term strategy. This requires a proactive approach to managing the intergovernmental system, in order to address specific weaknesses in coordination and capacity and a differentiated approach in the delivery of services in less well-resourced municipalities.
Further, national and provincial departments and entities impacting on Local Government will have to co-operate better and act with greater synergy in providing oversight and support to the local sphere. Moreover, provincial departments of Local Government will need to improve the way they monitor and support local government.
objectives will also depend on the co-operation from external stakeholders; hence the have been clearly identified.
6.2. The Approach for COGTA (a) While a lot has been done and the Province being a better place than before, Local
Government is still faced with problems and our people are dissatisfied. The situation needs a change of paradigm that focuses on serving the people at the most basic level. It is the priority of this current government that th asics
overnment and Traditional Affairs be enforced vigorously. The number one priority is to ensure that all dysfunctional municipalities become functional. Going back to basics means municipalities will begin with providing a basket of services; clear policies and frameworks; sound financial management; responsive administration; functional municipal council structures and oversight bodies; have and attract competent and capable people; and regular community involvement and participation including traditional leadership. The strategy emphasises enforcement of legislation and regulation.
(b) It is within this context that a fundamental paradigm shift is needed in KZN COGTA to move from the current approach of providing usual support and building capacity to municipalities and take its solid role of co-operative governance. The Department would need to have a strong role in coordinating sector departments and municipalities in order to direct service delivery in the Province. This includes development and maintenance of strategic partnerships with the private sector. This would require a strengthening of IGR capacity in the Province and coordinating the IDPs so that they encapsulate the municipal priorities, projects and budget in a coordinated manner that responds to the PGDP priorities.
(c) In order for COGTA to deliver on its mandate there needs to be acknowledgement and commitment for internal integration and co-ordination within the Department. The Department needs to adopt a less hierarchical approach to coordination. High level co-ordination is needed on strategic issues between branches, chief directorates and directorates to facilitate a holistic approach for implementation needs.
(d) It has been recognised that while municipalities are supported by different stakeholders, the impact of such support is most often not yielding the required
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benefits. Part of the challenge is that such support is not coordinated. In order to address this, the Department, in terms of output 7 of outcome 9, needs to drive the coordination of support and capacity building aimed at municipalities. The Department needs to develop a long-term strategy on capacity building. This strategy will need to be done in conjunction with all stakeholders involved in capacity building in municipalities. Capacity building needs to be treated as an ongoing process both internally and externally to deliver on basic services.
(e) A
(f) The severe lack of a co-ordinated approach in managing and reporting on municipal
performance information is an aspect that is overdue. Going forward, as a key strategic issue, this matter will need to be addressed and there must be a coordinated and functional municipal performance measurement and reporting tool operating in the Department.
6.3. Key Success Factors to implementation (a) Management needs to be clear and decisive in their direction. This means that
Management in the Department needs to internalise their work in line with the legislative mandate of co-operative governance. Management would also need to have a clear concept upfront of how they will undertake their functions over the next five years in order to give effect to their mandate.
(b) Buy-in into this new approach is critical. Buy-in will need to occur in two parts namely:
Buy-in from the Senior Management in the Department. This must be seen as a process and involve change management.
Buy-in from the Departments clients, municipalities and Traditional Institutions is important as well as the recognition from National and Provincial Departments to understand the Department s mandate with regard to co-operative governance. A process to communicate this approach to the clients will need to be undertaken. The Strategic Plan will also need to be presented to Cabinet to concretise this.
(c) COGTA shall strengthen the alignment and integration of National MTSF, delivery outcomes, NDP, PGDP with Local Government deliverables, IDP and SDBIP. There also needs to be a clear link between the Strategic Plan, APP and Performance Agreements within the Department in order to ensure accountability.
(d) The Department shall develop and maintain strategic partnerships with provincial departments and the private sector.
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7. SITUATIONAL ANALYSIS 7.1. Performance Delivery Environment
(a) Local Governance
governance, transformation of life and living condi(COGTA National Assembly, 2014). This indicates that Local Government should be capable to deliver on development and transformation. At the same time capability and poor performance in municipalities is a serious concern which requires strategic interventions. This has been proven by the number of service delivery protests that are taking place in our communities. Some of the key challenges experienced include: Lack of response to service delivery challenges by municipalities; Inadequate public participation and dysfunctional ward committees; Poor financial viability of municipalities and its impact on service delivery; Lack of skilled staff at municipal level; and High level of fraud and corruption within local government.
As per NDP, meeting the transformation agenda for Local Government requires a much higher and more focused intergovernmental commitment towards the creation of more functional municipalities and capable machinery at a local level. In responding to these challenges, the Department supports the implementation of the Back to Basic programme which reminds us that our people come first. The priority for CoGTA on Back to Basics is to get all 26 identified municipalities out of a dysfunctional state; support all municipalities on the middle path to progress to the top path and stay there; and support and incentivise all municipalities on the top path to remain there. The following pillars are the priorities of Local Government and are the thrust of Back to Basics: Good Governance; Institutional Capacity; Financial Management; Public Participation; and Basic Services.
In assisting the municipalities in progressing from one level to another, COGTA will focus on the above pillars as the entry point. In terms of governance, municipalities will be supported to have functional municipal structures. The Department will intensify and support councils meetings where there is evidence of dysfunctionality, and facilitate political engagements to manage political tensions. All oversight committees shall be in place and be able to perform their duties without any interference. Support to municipalities in key areas of institutional management and development is important. Support will be provided in filling the vacant posts with competent staff; develop a plan to attract scarce skills in rural areas and explore shared services at a district level in respect of scarce skills; and implement and manage a performance
21 | P a g e
management system. Capacity building and enhancing the capability of councillors and municipal officials to perform their functions will be promoted in order to sustain stability in Local Government. Operation Clean Audit remains a key programme in ensuring that all municipalities display good financial management and accountability. COGTA will support municipalities in implementing procurement plans; revenue raising strategies; debt collection; developing and implementing Audit and post Audit action plans and act decisively against fraud and corruption. The Department will also focus on revenue management and enhancement through support in the second cycle of general valuation rolls in preparation by municipalities in terms of the Municipal Property Rates Act. In order to ensure that the communities are effectively engaged, the functionality of Ward Committees and War Rooms will remain the priority for the Department. Support programmes will be provided through the establishment of community based structures and support in the development of community participation plans. These programmes aim to strengthen public participation and enhance governance, accountability and service delivery. In addition, supporting inter-governmental relations and improving co-ordination within Local Government across spheres of government and amongst stakeholders will be a key focus of the plan in order to enhance effectiveness of Local Government as the sphere of government close to the communities. Managing inter-governmental relations in different spheres is one of the key pillars of this Strategic Plan and certainly the role of co-operative governance. (b) Development and Planning The KZN Province is positioning itself as a gateway to Africa and the world. This will require practical interventions in the use of provincial human and natural resources to create a safe, healthy and sustainable living environment. Development and Planning is critical in addressing abject poverty, inequality, unemployment and lack of basic services. The provincial vision stipulates that people shall have options on where and how they opt to live, work and play. The recent Summits on Regional and Local Economic Development has called for a concerted effort by all stakeholders to work together to determine the economic growth trajectory in the local spaces and reduce inequality and poverty. The recent world economic crisis has resulted in the need to implement interventions that suit specific regional dynamics informed by local needs. This therefore means municipalities have a bigger role to play in determining what works for their Regions to reduce migration of skills and money to other regions and the creation of decent sustainable jobs. Amongst other things we need to: Invest in strategic infrastructure that unlocks economic opportunities and
creates jobs; Increase support for small enterprises and co-operatives; Expand public works programmes;
22 | P a g e
Produce more, cleaner energy and promote energy self-sufficiency; Expand access to water for commercial, social and agricultural use; Provide job placements and internship schemes for youth; Step up education and training opportunities for youth; Increase the number of young people in public works schemes; Review our approach on land use management; and Work with the private sector to expand the intake of young people
The Department has therefore customised its support to municipalities to align with the ever changing economic development environment. The function of local economic development is premised on municipal local economic development, capacity building and project implementation support aligned to priority sectors in the PGDP. The Department is supporting municipal capacity for effective development planning, policy making and strategy implementation. The capacity building interventions are aimed at responding to the capacity constraints experienced in most municipalities. Two main Programmes have been introduced to address capacity, namely; the university entry level qualification in LED and the district development agencies programme. To address the lack of investment in the various nodes and corridors and to compliment the work that is being done by other sectors in the LED space, the Department is rolling out the Small Town and Corridor Development Programmes with a special focus on addressing the infrastructure needs for investors to create a more conducive environment for job creation and strengthen the response to the ever changing economic development environment. In addressing economic development holistically, the Department will support Traditional Institution in order to promote socio-economic programmes. Traditional Leaders have a definitive role to play in development and job creation in the rural economy. The Department shall therefore support traditional communities by facilitating the establishment of vital development partnerships. In terms of the Back to Basics approach, the planning, implementation and maintenance of basic infrastructure is critical for sustaining basic standards of living and economic activity in municipalities. All municipalities will therefore need to: Develop fundable consolidated infrastructure plans; Ensure infrastructure maintenance and repairs to reduce losses; and Ensure the provision of Free Basic Services and the maintenance of Indigent
Register. With regard to this the Department will need to support the implementation of operation and maintenance plans and ensure a systematic approach to service delivery. The Department will also need to ensure that municipalities acquire the necessary skills required for infrastructure management.
23 | P a g e
In terms of climate change, disaster risk and management are both significant as ty to climate change. Disaster management
at a municipal level needs to act proactively and be able to respond to disasters. Fragmented and unsustainable settlement patterns are a key challenge in the Province. This is compounded by inability to introduce progressive Land Use Management Schemes and Systems to areas that are under jurisdiction of the Subdivision of Agricultural Land Act as well as the Ingonyama Trust Act. The NDP highlights the importance of spatial planning and equity linked to development. Spatial concentration through densification is a tool being promoted to create more sustainable settlements. Further the identification of nodes is also an attempt to concentrate development and focus investment in that space. (c) Traditional Institutional Management National Development Plan (NDP) recognises the importance of social cohesion, the role of traditional leadership in governance, administration of justice, socio-economic and cultural development. It is therefore important to highlight the role of Traditional Leaders in taking Local Government forward. Traditional Affairs has also adopted the Back to Basics Approach to ensure that all Traditional Councils are functional. The following are the Back to Basics priorities for Traditional Affairs: Putting people and their concerns first-listening
needs articulated in government planning and implementation); To harmonise the relations between traditional leadership and local
government to improve service delivery and development within municipalities; Participate in the IDPs and community consultation processes including land
use schemes; Facilitate access to land for development purposes; and Good governance and sound administration (Traditional Councils
accountable). The Department will focus its support in terms of five key areas: Stabilisation and strengthening of Traditional Leadership
The Department to strengthen the institution of Traditional Leadership in order to ensure that Traditional Leaders become part of the country's transformation processes. The Department will capacitate Traditional Institution in accordance with the Provincial Capacity Building Strategy. COGTA shall support municipalities in improving participation of Traditional Leaders at municipal level (Section 81) to improve service delivery and development. Establishment of IGR Structures on Traditional Affairs and partnerships in Traditional communities to enable development. Also, Amakhosi should work with government to re-instil the values of Ubuntu, respect and morality. These are the values that Amakhosi have represented over the years that are now
forts at rebuilding communities.
24 | P a g e
Promotion of cultural and customary way of life which conforms to the Bill of Rights, Constitutional and democratic principles
Culture is the totality of the way of life evolved by people in their attempts to meet the challenges of living in their environment which gives order and meaning to their social, political, economic, aesthetic and religious norms and modes of organisation. Culture should not be interpreted merely as a return to the customs of the past. It embodies the attitude of a people to the future of their traditional values faced with the demands of modern technology, which is essential for development and progress.
Our traditions and cultures will be lost if they are not passed on. The challenge that the Department needs to address is to preserve our cultures by practicing and making them part of our lives. Promote speaking of mother tongue, teaching about traditional foods, dances, folklore, songs and fashion. The Department will work towards enhancing the traditional institutional governance by supporting Traditional Institution in the application of appropriate legislation, policies and frameworks; and develop a plan towards the establishment of a learning institute for Traditional Leaders.
Implementation of policies, legislation and regulations towards
transformation and regulation of the sector In order to ensure the implementation of policies, legislation and regulations,
the Department requires an inter-governmental relation system. In the South African context, this relates to the interaction of the different spheres of government as defined in Chapter 3 of the Constitution of the Republic of South Africa, 1996. In terms of section 40(1) government is constituted as national, provincial and local spheres of government. COGTA seek to improve and monitor compliance and regulatory effectiveness in terms of land allocations, and also to develop and monitor effective financial management systems.
Coordinate interfaith to promote social cohesion and nation building
The mandate of the Traditional Affairs branch is derived from the following provisions of the Constitution: o Section 6 Rights to use own languages o Section 15 Right to religion, belief and opinion o Section 30 Language and culture o Section 31 Rights of the cultural, religious and linguistic communities o Section 34 Access to justice and the courts o Chapter 12 Recognition of traditional leadership and customary law
The majority of South Africans belong to one religion or another. Traditional and interfaith leadership forums at each district shall be used to promote social cohesion and nation building campaigns and programmes which will culminate into positive self-esteem and ultimately ensure community re-generation, trust,
25 | P a g e
self-confidence and ultimate morality, thereby promoting culture and eradicating divisions and social ills among communities.
Revive and activate support of traditional institutions to promote socio-
economic programmes
agriculture, health, welfare services and economic development. Traditional Leaders have a definitive role to play in development and job creation in the rural economy. The Department shall therefore support Traditional communities by facilitating the establishment of vital development partnerships.
7.2. Organisational Environment
The Department is structured around four programmes. Programme 1 is Administration and is the support service for the other three Programmes which ensures that they are capacitated to perform their functions. Programme 2 is responsible for supporting Local Government structures. Programme 3 is Development and Planning and it includes Disaster Management, Municipal Infrastructure and Local Economic Development. This programme provides planning and development support to the local governance structures in KwaZulu-Natal. Programme 4 supports the leadership of Traditional Institution. As of 31 January 2015 COGTA had a total of 1641 permanent posts in its employ. Males constitute 41.74% (685) while females constitute 58.26% (956) of the workforce. At the senior management level, males constitute 49.06% (26) and females are 50.94% (27). The recruitment and selection processes of the Department will be categorically focused towards achieving the employment levels in accordance with the DPSA Transformation Targets. In the next five years the Department will focus on the following areas of employment policy or practice barriers, to drive the achievement of our employment equity targets as stipulated in the Employment Equity Plan; recruitment procedures, appointments, training and development, promotions, succession and experience planning, and retention of designated personnel.
26 | P a g e
Table 1: Group employment equity statistics for the year ended 31 January 2015.
Salary Level
Total No' of posts
Filled Posts
Vacant & Acting
Male Female People with
disabilities A C I W A C I W
16 1 1 0 0 0 0 0 1 0 0 0 0 15 5 4 1 3 0 0 0 1 0 0 0 0 14 20 16 4 8 0 0 1 6 0 1 0 0 13 49 37 12 9 0 1 7 14 0 4 2 1 12 112 97 15 34 1 7 11 31 1 10 2 2 11 78 59 19 21 0 5 3 23 1 4 2 0 10 94 81 13 19 0 5 7 37 2 8 3 2 9 74 60 14 17 0 3 1 30 4 4 1 1 8 161 152 9 54 1 5 5 58 6 9 14 3 7 223 178 45 46 0 4 0 105 2 10 11 6 6 622 603 19 235 0 2 2 351 1 1 11 2 5 225 204 21 77 1 2 2 115 0 5 2 4 4 29 26 3 20 0 1 0 5 0 0 0 0 3 68 66 2 48 0 0 0 18 0 0 0 0 2 61 57 4 17 0 0 0 40 0 0 0 0
Total 1822 1641 181 608 3 35 39 835 17 56 48 21
Total % 100.0
0 90.07 9.93 33.37 0.16 1.92 2.14 45.83 0.93 3.07 2.63 1.15
EAP KZNP % 40.8% 0.9% 5.9% 3.5% 40.1% 0.9% 4.4% 3.1% 2% GAP's % -7.4% -0.7% -4.0% -1.4% 5.7% 0.0% -1.3% -0.5% -0.85% GAP's in No' -135 -13 -73 -25 104 1 -24 -9 -15 Provincial Blacks Whites Indians Coloureds PWD
EAP KZNP
80.9 6.58 10.31 1.8 2
KZN CoGTA
79.2 4.8 5.0 1.1 1.2
It is the responsibility of the Department to organise itself in a manner that will maximise service delivery whilst fulfilling its mandate. The Department has examined its internal organisational environment and agrees that it needs to reconfigure its working arrangement to enhance the responsibility of co-ordination within and outside the Department. This environmental change will have a very significant impact in the next five years. With the new reconfigured arrangement, the Department anticipates becoming more vigorously responsive to the needs of its clients. In addition, filling of critical posts remains critical for COGTA. Continuous capacitating of employees as per Personal Development Plan will work towards improving the service delivery at COGTA.
7.3. Description of the Strategic Planning Process The Department initiated the Strategic Planning process in December 2013. Sessions were held with each programme as well as the Department as a whole in January 2014 to review the vision, mission and strategies in view of the current performance and support of the Department to its clients. The Department undertook detailed planning to ensure that the priorities outlined in the NDP, MTSF, SONA, SOPA and
27 | P a g e
PGDP were incorporated in the Department key strategies and interventions. Furthermore, key policy pronouncements impacting on local government were taken cognisance of. High level objectives were unpacked into
ommitment towards co-ordination and joint accountability was agreed on, resulting in the need to change the strategic direction of the Department. The Executive Authority was engaged at all stages in the preparation of the plan for strategic direction and input.
7.4. Implementation of the Strategic Plan In order to move away from a silo system of doing business, the strategic plan has been structured to ensure that in most instances more than one role-player will be required to achieve a strategic intervention. In designing and planning such joint strategic interventions, cognisance must be taken of the roles and responsibilities of each role-player. A lead (most likely at directorate level) is identified in order to ensure that there is proper co-ordination and management of the departmental actions towards achieving the strategic interventions. The lead will be responsible for ensuring that the collaborating role-players: internal (partners) and external (stakeholders) properly plan, implement and deliver the planned actions of the strategic intervention. The responsibility of achieving the departmental strategic interventions will be at chief directorate level. The implementation of the strategic intervention must be included in all respective business and individual plans at all levels in the respective operational units and be reported on accordingly.
7.5. Monitoring and evaluation
The Department shall strengthen the structures in place and ensure a co-ordinated reporting system to monitor organisational performance which begins with employee performance management as referred by the Employee Performance Management Development System (EPMDS). The COGTA monitoring and evaluation shall provide progress, early warning systems and make recommendations for informed decision making towards the achievement of the commitments in the Strategic Plan. This also includes keeping track of progress on performance against implementation of the NDP and PGDP. Co-operation between the Departments and partners on other sectors will be important to assess progress and identify blockages. As per the NDP, the Department provides great emphasis on evidence-based monitoring and evaluation in which the submitted evidence is analysed.
28 | P a g e
8. STRATEGIC OUTCOMES ORIENTED GOALS 8.1 , Strategic Objectives and indicators
COGTA strategic goals and objectives were conceptualised from the priorities in the NDP and PGDP. The PGDP was analysed and issues relevant to the Department were identified and developed into 6 strategic goals and a number of strategic objectives to support each goal. The following goals and objectives will be implemented over five years through each strategic intervention.
NUMBER GOALS STRATEGIC OBJECTIVES
STRATEGIC OBJECTIVES INDICATORS
1 Improved Co-operative Governance
1.1. Improved functionality of Inter-Governmental Relations
Number of municipalities with functional IGR Structures
Number of functional IGR structures
2 Strengthened Governance
2.1. Improved capacity of political and administrative governance (Local Government and Traditional Institution)
Number of municipalities with improved political governance
Number of municipalities with improved capacity of administrative governance
Number of Traditional Councils with improved capacity of political governance
Number of Traditional Councils with improved capacity of administrative governance
Number of programmes with improved capacity of administrative governance
Number of programmes with improved capacity of political governance
2.2. Strengthened accountability of governance institutions (Local Government and Traditional Institution)
Number of municipalities with strengthened accountability
Number of Traditional Councils with strengthened accountability
Number of PH and LH with strengthened accountability
2.3. Improved decision making through citizen participation
Number of municipalities with improved decision making through citizens participation
3 Increased Economic Opportunities
3.1. Strengthened sectoral development
Number of Agencies strengthened to drive LED
3.2. Improved government
led job creation programmes
Number of municipalities with improved government LED job creation programmes
29 | P a g e
4 Strengthened Delivery of Basic Services
4.1. Improved co-ordination of service delivery
Number of municipalities with improved co-ordination of service delivery
5 Well Integrated Spatial Planning System
5.1. Improved spatial hierarchy of services
Number of municipalities with improved spatial hierarchy of services
Number of municipalities with improved spatial location of services in line with Provincial Spatial Planning
6 Adaptation to Climate Change
6.1. Increased adaptation to climate change impacts.
Number of municipalities with increased adaptation to climate change impacts
6.2. Improved disaster management
Reduction in the average time taken to respond to disaster events
30 |
Pa
ge
8.
2 A
lignm
ent o
f Pro
vinc
ial S
trat
egic
Obj
ectiv
es a
nd S
ecto
r Prio
ritie
s to
Gov
ernm
ent O
utco
mes
Th
e C
OG
TA S
trate
gic
Goa
ls a
nd O
bjec
tives
hav
e be
en c
lear
ly a
ligne
d w
ith th
e N
atio
nal D
evel
opm
ent P
lan,
Gov
ernm
ent O
utco
mes
an
d P
rovi
ncia
l Gro
wth
and
Dev
elop
men
t Pla
n as
illu
stra
ted
by th
e fo
llow
ing
tabl
e.
N
atio
nal
Dev
elop
men
t Pla
n G
over
nmen
t O
utco
mes
PD
GP
Goa
ls a
nd S
trat
egic
Obj
ectiv
es
CO
GTA
goa
ls
CO
GTA
Str
ateg
ic O
bjec
tives
Cha
pter
3:
Eco
nom
y an
d em
ploy
men
t
Out
com
e 4:
Dec
ent
empl
oym
ent t
hrou
gh
incl
usiv
e gr
owth
Goa
l 1: J
ob c
reat
ion
Stra
tegi
c ob
ject
ive
1.2:
Enh
ance
se
ctor
al d
evel
opm
ent t
hrou
gh tr
ade
and
inve
stm
ent
Goa
l 3:
Incr
ease
d ec
onom
ic
oppo
rtuni
ties
3.1.
Stre
ngth
ened
sec
tora
l de
velo
pmen
t
Stra
tegi
c ob
ject
ive
1.3:
Exp
ansi
on o
f go
vern
men
t-led
job
crea
tion
prog
ram
mes
St
rate
gic
obje
ctiv
e 1.
4: P
rom
ote
SM
ME
and
entre
pren
euria
l dev
elop
men
t
3.2.
Impr
oved
gov
ernm
ent l
ed
job
crea
tion
prog
ram
mes
Goa
l 3: H
uman
and
Com
mun
ity
Dev
elop
men
t
Stra
tegi
c ob
ject
ive
3.3
Enha
nce
sust
aina
ble
hous
ehol
d fo
od s
ecur
ity in
KZ
N.
Cha
pter
5:
Env
ironm
enta
l Su
stai
nabi
lity
and
resi
lienc
e.
Out
com
e 10
: En
viro
nmen
tal
asse
ts a
nd n
atur
al
reso
urce
s th
at a
re
wel
l pro
tect
ed
cont
inua
lly
enha
nced
.
Goa
l 5: E
nviro
nmen
tal S
usta
inab
ility.
Stra
tegi
c O
bjec
tive
5.4:
Ada
ptat
ion
to
Clim
ate
chan
ge
Goa
l 6:
Ada
ptat
ion
to C
limat
e C
hang
e
6.1.
Incr
ease
d ad
apta
tion
to
Clim
ate
Cha
nge
impa
cts.
1.2.
Impr
oved
Dis
aste
r M
anag
emen
t.
31 |
Pa
ge
N
atio
nal
Dev
elop
men
t Pla
n G
over
nmen
t O
utco
mes
PD
GP
Goa
ls a
nd S
trat
egic
Obj
ectiv
es
CO
GTA
goa
ls
CO
GTA
Str
ateg
ic O
bjec
tives
Cha
pter
6:
An
Inte
grat
ed a
nd
Incl
usiv
e ru
ral
econ
omy.
C
hapt
er 4
: E
cono
mic
In
frast
ruct
ure.
Out
com
e 9:
A
Res
pons
ive,
ac
coun
tabl
e,
effe
ctiv
e an
d ef
ficie
nt lo
cal
gove
rnm
ent s
yste
m
Goa
l 4: S
trate
gic
Infra
stru
ctur
e
Stra
tegi
c O
bjec
tive
4.5.
Impr
ove
wat
er
reso
urce
man
agem
ent a
nd s
uppl
y St
rate
gic
Obj
ectiv
e 4.
6. Im
prov
e en
ergy
pr
oduc
tion
and
supp
ly
Goa
l 4:
Stre
ngth
ened
de
liver
y of
Bas
ic s
ervi
ces
4.1.
Impr
oved
co-
ordi
natio
n of
se
rvic
e de
liver
y
Cha
pter
8:
Tran
sfor
min
g H
uman
Set
tlem
ents
.
Out
com
e 8:
S
usta
inab
le h
uman
se
ttlem
ent a
nd
impr
oved
qua
lity
of
hous
ehol
d lif
e
Goa
l 3: H
uman
and
C
omm
unity
Dev
elop
men
t
Stra
tegi
c ob
ject
ive
3.4
Sus
tain
able
hu
man
set
tlem
ents
Goa
l 5:
Wel
l Int
egra
ted
Spat
ial
Pla
nnin
g S
yste
m
5.1.
Impr
oved
spa
tial
hier
arch
y of
ser
vice
s
Goa
l 7: S
patia
l Equ
ity
Stra
tegi
c O
bjec
tive
7.1:
Act
ivel
y pr
omot
e sp
atia
l con
cent
ratio
n an
d co
-or
dina
tion
of d
evel
opm
ent i
nter
vent
ions
. St
rate
gic
Obj
ectiv
e 7.
2: F
acilit
ate
inte
grat
ed la
nd m
anag
emen
t and
spa
tial
plan
ning
Cha
pter
13:
B
uild
ing
a ca
pabl
e an
d de
velo
pmen
tal
stat
e C
hapt
er 1
4:
Figh
ting
corru
ptio
n.
Cha
pter
15:
Tr
ansf
orm
ing
Out
com
e 9:
A
Res
pons
ive,
ac
coun
t abl
e,
effe
ctiv
e an
d ef
ficie
nt lo
cal
gove
rnm
ent s
yste
m.
Out
com
e 12
:
An
effi
cien
t, ef
fect
ive
and
GO
AL 6
: Gov
erna
nce
and
Pol
icy
Stra
tegi
c ob
ject
ives
6.1
: Stre
ngth
en
polic
y, s
trate
gy c
o -or
dina
tion
and
IGR
.
Goa
l 1:
Impr
oved
C
o -op
erat
ive
Gov
erna
nce
1.1.
Im
prov
ed fu
nctio
nalit
y of
In
ter-G
over
nmen
tal
Rel
atio
ns
Stra
tegi
c ob
ject
ives
6.2
: Bui
ldin
g go
vern
men
t Cap
acity
. G
oal 2
: St
reng
then
ed
Gov
erna
nce
2.1.
Impr
oved
cap
acity
of
polit
ical
and
ad
min
istra
tive
gove
rnan
ce
Stra
tegi
c ob
ject
ives
6.3
: Era
dica
ting
Frau
d an
d C
orru
ptio
n.
2.2.
Stre
ngth
ened
acco
unta
bilit
y
32 |
Pa
ge
N
atio
nal
Dev
elop
men
t Pla
n G
over
nmen
t O
utco
mes
PD
GP
Goa
ls a
nd S
trat
egic
Obj
ectiv
es
CO
GTA
goa
ls
CO
GTA
Str
ateg
ic O
bjec
tives
Soci
ety
and
Uni
ting
the
Cou
ntry
.
deve
lopm
ent
orie
nted
pub
lic
serv
ice
and
an
empo
wer
ed, f
air a
nd
incl
usiv
e ci
tizen
ship
O
utco
me
15:
A d
iver
se, s
ocia
lly
cohe
sive
soc
iety
w
ith a
com
mon
na
tiona
l ide
ntity
.
Stra
tegi
c ob
ject
ives
6.4
: Pro
mot
e pa
rtici
pativ
e, fa
cilit
ativ
e an
d ac
coun
tabl
e go
vern
ance
.
2.3.
Impr
oved
dec
isio
n
m
akin
g th
roug
h
c
itize
n pa
rtici
patio
n
33 | P a g e
9. OUTCOMES AND GOAL STATEMENTS
Strategic Outcome Oriented Goal 1 Co-operative Governance
Goal Statement Improved Co-operative Governance
Strategic Outcome Oriented Goal 2 Strengthening Governance
Goal Statement Strengthened Governance
Strategic Outcome Oriented Goal 3 Economic Opportunities
Goal Statement Increased Economic Opportunities
Strategic Outcome Oriented Goal 4 Basic Services
Goal Statement Strengthened Delivery of Basic Services
Strategic Outcome Oriented Goal 5 Spatial Equity
Goal Statement Well Integrated Spatial Planning System
Strategic Outcome Oriented Goal 6 Climate Change
Goal Statement Adaptation to Climate Change
34 |
Pa
ge
10
. R
ISK
MA
NA
NG
EMEN
T
Th
e fo
llow
ing
risks
hav
e be
en id
entif
ied
per S
trate
gic
Obj
ectiv
e:
D
EPAR
TMEN
T
GO
ALS
DEP
ARTM
ENT
STR
ATE
GIC
OB
JEC
TIVE
S R
ISK
S
MIT
IGAT
ION
FAC
TOR
S
1.
Impr
oved
Co-
ope
rativ
e
Gov
erna
nce
1.1.
Im
prov
ed fu
nctio
nalit
y of
Inte
r-G
over
nmen
tal
Rel
atio
ns
In
effe
ctiv
e co
-ord
inat
ed s
ervi
ce
deliv
ery
amon
g th
e th
ree
sphe
res
of G
over
nmen
t.
In
corre
ct d
ecis
ion
mak
ing
by th
e di
ffere
nt s
ecto
rs o
f Gov
ernm
ent.
C
OG
TA w
ill st
rong
ly e
ngag
e in
jo
int p
lann
ing
with
oth
er s
ecto
r D
epar
tmen
ts to
ens
ure
mea
ning
ful c
o-or
dina
ted
gove
rnm
ent w
ide
supp
ort t
o ou
r cl
ient
s an
d in
tegr
ated
inte
r-sp
here
pla
ns. T
his
will
incl
udes
de
velo
pmen
t and
mai
nten
ance
of
the
stra
tegi
c pa
rtner
ship
with
pr
ivat
e se
ctor
. 2.
St
reng
then
ed
G
over
nanc
e 2.
1.
Impr
oved
cap
acity
of
polit
ical
and
ad
min
istra
tive
gove
rnan
ce
In
adeq
uate
ski
lls a
nd c
apac
ity
for a
dmin
istra
tive
man
agem
ent
of m
unic
ipal
ities
and
Tra
ditio
nal
Inst
itutio
n.
Th
e D
epar
tmen
t w
ill fa
cilit
ate
the
deve
lopm
ent o
f the
long
te
rm c
apac
ity b
uild
ing
stra
tegy
in
resp
onse
to th
e tra
ditio
nal
inst
itutio
ns a
nd m
unic
ipal
ne
eds.
CO
GTA
will
partn
er w
ith k
ey
rele
vant
sta
keho
lder
s in
the
impl
emen
tatio
n of
this
long
term
ca
paci
ty b
uild
ing
stra
tegy
.
2.2.
S
treng
then
ed
acco
unta
bilit
y of
go
vern
ance
inst
itutio
ns
In
effe
ctiv
e m
onito
ring
by
over
sigh
t stru
ctur
es to
ens
ure
acco
unta
bilit
y.
O
ne o
f the
prio
ritie
s of
go
vern
men
t is
to s
treng
then
the
func
tiona
lity
of o
vers
ight
st
ruct
ure
to e
nsur
e th
at th
ey
perfo
rm th
eir e
xpec
ted
dutie
s.
Cap
acity
bui
ldin
g of
ove
rsig
ht
stru
ctur
es w
ill be
inte
nsifi
ed to
pr
omot
e th
e re
spon
sibi
lity
of
35 |
Pa
ge
resp
onsi
vene
ss a
nd
acco
unta
bilit
y.
2.3.
Im
prov
ed d
ecis
ion
mak
ing
thro
ugh
citiz
en
pa
rtici
patio
n
In
effe
ctiv
e co
mm
unic
atio
n w
ith
the
publ
ic.
La
ck o
f par
ticip
atio
n by
the
publ
ic in
com
mun
ity d
ecis
ion
mak
ing
stru
ctur
es.
C
OG
TA w
ill w
ork
tow
ards
Im
prov
ing
tim
eous
co
nsul
tatio
n, c
omm
unic
atio
n an
d fe
edba
ck in
mun
icip
aliti
es
and
Trad
ition
al C
ounc
ils
Pa
rtici
patio
n of
Tra
ditio
nal
Lead
ers
in m
unic
ipal
and
IGR
S
truct
ures
will
be im
prov
ed.
St
reng
then
IGR
stru
ctur
es.
3.
Incr
ease
d
Econ
omic
Opp
ortu
nitie
s
3.1.
S
treng
then
ed s
ecto
ral
deve
lopm
ent
In
effe
ctiv
e jo
b cr
eatio
n pr
ogra
mm
es.
In
effe
ctiv
e ec
onom
ic
impr
ovem
ent p
rogr
amm
es.
E
cono
mic
dev
elop
men
t is
a co
llect
ive
resp
onsi
bilit
y of
go
vern
men
t, pr
ivat
e se
ctor
and
N
GO
s an
d as
per
ND
P C
OG
TA
reco
gnis
es th
e im
porta
nt ro
le
that
trad
ition
al le
ader
ship
can
pl
ay in
gov
erna
nce,
ad
min
istra
tion
of ju
stic
e, s
ocio
-ec
onom
ic a
nd c
ultu
ral
deve
lopm
ent.
CO
GTA
sha
ll su
ppor
t mun
icip
aliti
es in
im
prov
ing
parti
cipa
tion
of
Trad
ition
al L
eade
rs a
t mun
icip
al
leve
l. It
will
also
sup
port
co-
ordi
natio
n of
pub
lic a
nd p
rivat
e st
akeh
olde
rs to
driv
e ec
onom
ic
pote
ntia
l in
each
dis
trict
.
3.2.
Im
prov
ed g
over
nmen
t le
d
job
crea
tion
prog
ram
mes
4.
Stre
ngth
ened
D
eliv
ery
of B
asic
Serv
ices
4.1.
Im
prov
ed c
o-or
dina
tion
of s
ervi
ce d
eliv
ery
In
effe
ctiv
e co
-ord
inat
ed s
ervi
ce
deliv
ery
amon
g th
e th
ree
sphe
res
of G
over
nmen
t.
In
corre
ct d
ecis
ion
mak
ing
by th
e di
ffere
nt s
ecto
rs o
f Gov
ernm
ent.
La
ck o
f ski
lls a
t mun
icip
al le
vel
to im
plem
ent p
roje
cts.
C
OG
TA w
ill st
rong
ly e
ngag
e in
jo
int p
lann
ing
with
oth
er s
ecto
r D
epar
tmen
ts to
ens
ure
mea
ning
ful c
o-or
dina
ted
gove
rnm
ent w
ide
supp
ort t
o ou
r cl
ient
s an
d in
tegr
ated
inte
r-sp
here
pla
ns.
36 |
Pa
ge
C
apac
ity B
uild
ing
Stra
tegy
.
5.
Wel
l Int
egra
ted
Sp
atia
l Pla
nnin
g Sy
stem
5.1.
Im
prov
ed s
patia
l hi
erar
chy
of s
ervi
ces
La
ck o
f co-
ordi
nate
d pl
anni
ng
and
deve
lopm
ent.
CO
GTA
will
co-o
rdin
ate
serv
ice
deliv
ery
thro
ugh
IGR
For
ums.
Su
ppor
t will
then
be
prov
ided
to
ensu
re fu
nctio
nalit
y of
IGR
Fo
rum
s.
6.
Adap
tatio
n to
C
limat
e C
hang
e 6.
1.
Incr
ease
d ad
apta
tion
to c
limat
e ch
ange
im
pact
s.
In
abilit
y to
redu
ce th
e im
pact
of
disa
ster
s.
C
OG
TA w
ill d
isse
min
ate
early
w
arni
ng s
yste
ms,
impa
ct,
frequ
ency
and
resp
onse
pla
n.
6.2.
Im
prov
ed d
isas
ter
man
agem
ent
U
npre
pare
dnes
s fo
r dis
aste
rs
Ear
ly w
arni
ng s
yste
ms,
impa
ct,
frequ
ency
and
resp
onse
pla
n w
ill be
dis
sem
inat
ed.
M
unic
ipal
ities
will
be
capa
cita
ted
on d
isas
ter r
isk
man
agem
ent.
37 | P a g e
PART B: STRATEGIC OBJECTIVES
38 |
Pa
ge
11
. ALI
GN
MEN
T W
ITH
TH
E K
ZN P
RO
VIN
CIA
L G
RO
WTH
AN
D D
EVEL
OPM
ENT
PLA
N
The
CO
GTA
inte
rven
tions
, ind
icat
ors
and
targ
ets
have
bee
n al
igne
d w
ith th
e P
rovi
ncia
l Gro
wth
and
Dev
elop
men
t Pla
n.
G
OAL
1: I
MPR
OVE
D C
O-O
PER
ATIV
E G
OVE
RN
ANC
E
ST
RA
TEG
IC
OB
JEC
TIVE
S
LIN
KAG
E TO
PG
DP
DEP
ARTM
ENTA
L
INTE
RVE
NTI
ON
S G
OAL
ST
RA
TEG
IC
OB
JEC
TIVE
IN
TER
VEN
TIO
NS
1.1.
Impr
oved
fu
nctio
nalit
y of
In
ter-
Gov
ernm
enta
l R
elat
ions
Goa
l 6 :
G
over
nanc
e
And
Polic
y
6.1.
Stre
ngth
en
po
licy,
stra
tegy
co
ordi
natio
n an
d IG
R
6.1.
a. D
evel
op a
n In
tegr
ated
Fund
ing
and
Im
plem
enta
tion
Man
agem
ent F
ram
ewor
k
C
o-or
dina
te a
nd le
ad In
tegr
ated
Pro
vinc
ial
Ser
vice
Del
iver
y P
lan
utilis
ing
the
IDP
as
the
sing
le w
indo
w o
f coo
rdin
atio
n.
6.1.
b. C
reat
e a
sing
le w
indo
w o
f
co-o
rdin
atio
n be
twee
n th
e
Pro
vinc
ial G
over
nmen
t,
M
unic
ipal
ities
and
Non
-
G
over
nmen
tal f
orum
s
Im
plem
ent a
sin
gle
mec
hani
sm to
mea
sure
and
re
port
on p
erfo
rman
ce o
f mun
icip
aliti
es
C
o-or
dina
te s
ervi
ce d
eliv
ery
thro
ugh
the
Join
t P
rovi
ncia
l For
um
S
treng
then
ing
over
sigh
t and
func
tiona
lity
of IG
R
stru
ctur
es (s
uch
as M
inm
ec, M
uniM
EC
, PC
F,
Mun
icip
al IG
R fo
ra.)
Inte
grat
ed a
nd s
usta
inab
le s
uppo
rt to
M
unic
ipal
ities
39 |
Pa
ge
GO
AL
2: S
TR
EN
GT
HE
NE
D G
OV
ER
NA
NC
E
ST
RA
TEG
IC
OB
JEC
TIVE
S
LIN
KAG
E TO
PG
DP
DEP
ARTM
ENTA
L
INTE
RVE
NTI
ON
S G
OAL
ST
RA
TEG
IC
OB
JEC
TIVE
IN
TER
VEN
TIO
NS
2.1.
Impr
oved
cap
acity
of
pol
itica
l and
ad
min
istra
tive
gove
rnan
ce
Goa
l 6 :
G
over
nanc
e
And
Polic
y
6.2.
Bui
ld
gove
rnm
ent
capa
city
6.2.
a. D
evel
op a
n in
tegr
ated
pub
lic s
ecto
r HR
D a
nd
p
rofe
ssio
nal s
uppo
rt
p
rogr
amm
e
Im
plem
ent a
pro
vinc
ial c
apac
ity b
uild
ing
stra
tegy
for l
ocal
gov
ernm
ent a
nd T
radi
tiona
l In
stitu
tion
(incl
ude
prog
ram
mes
with
in th
e D
epar
tmen
t as
wel
l as
sect
or d
epar
tmen
ts)
6.2.
b. P
rom
ote
shar
ed s
ervi
ces
am
ongs
t mun
icip
aliti
es
B
uild
the
cap
acity
of d
istri
ct m
unic
ipal
ities
to
bui
ld re
silie
nt lo
cal m
unic
ipal
ities
E
nfor
cem
ent o
f leg
isla
tion
and
polic
y in
lo
cal g
over
nmen
t.
Impl
emen
t pro
gram
mes
to s
uppo
rt fin
anci
al
viab
ility
and
man
agem
ent i
n lo
cal
gove
rnm
ent a
nd T
radi
tiona
l Ins
titut
ion.
(b
illing
, ove
rspe
ndin
g an
d un
ders
pend
ing)
Bui
ld th
e ca
paci
ty a
nd c
apab
ility
of th
e D
epar
tmen
t to
pro
mot
e cl
ean,
effe
ctiv
e an
d ef
ficie
nt g
over
nanc
e
Ens
ure
soun
d fin
anci
al m
anag
emen
t with
in
the
Dep
artm
ent
Im
prov
e or
gani
satio
nal p
rofic
ienc
y
Ens
ure
Intra
-Dep
artm
enta
l co-
ordi
natio
n
Impr
ove
the
resp
onse
tim
e fo
r pro
cess
ing
of
deve
lopm
ent a
pplic
atio
ns.
St
abilis
atio
n an
d st
reng
then
ing
of T
radi
tiona
l Le
ader
ship
.
Pro
mot
ion
of c
ultu
ral a
nd c
usto
mar
y w
ay o
f lif
e w
hich
con
form
s to
the
Bill
of R
ight
s,
Con
stitu
tiona
l and
dem
ocra
tic p
rinci
ples
40 |
Pa
ge
GO
AL
2: S
TR
EN
GT
HE
NE
D G
OV
ER
NA
NC
E
ST
RA
TEG
IC
OB
JEC
TIVE
S
LIN
KAG
E TO
PG
DP
DEP
ARTM
ENTA
L
INTE
RVE
NTI
ON
S G
OAL
ST
RA
TEG
IC
OB
JEC
TIVE
IN
TER
VEN
TIO
NS
2.2.
Stre
ngth
ened
ac
coun
tabi
lity
of
gove
rnan
ce
inst
itutio
ns
Goa
l 6 :
G
over
nanc
e
And
Polic
y
6.3.
Era
dica
te fr
aud
and
corru
ptio
n 6.
3.a.
Pro
vinc
ial O
pera
tion
Cle
an
A
udit
Su
ppor
t mun
icip
aliti
es to
ach
ieve
cle
an
audi
ts
6.3.
c. Im
plem
ent p
roac
tive
inte
grity
man
agem
ent
p
rogr
amm
es
Im
plem
ent i
nteg
rity
man
agem
ent
prog
ram
mes
in m
unic
ipal
ities
Stre
ngth
en fu
nctio
nalit
y of
Ove
rsig
ht
Stru
ctur
es
C
reat
e a
cultu
re w
ithin
the
Dep
artm
ent ,
w
here
all
empl
oyee
s an
d st
akeh
olde
rs
cont
inuo
usly
beh
ave
ethi
cally
in d
ealin
g w
ith
the
or o
n be
half
of th
e D
epar
tmen
t
Prom
ote
a cu
lture
of i
nteg
rate
d pl
anni
ng,
trans
pare
ncy
and
acco
unta
bilit
y th
at
enha
nces
the
effic
ient
and
effe
ctiv
e pe
rform
ance
of t
he D
epar
tmen
t
Th
e D
epar
tmen
t is
fully
com
plia
nt w
ith
rega
rd to
lega
l pre
scrip
ts
M
onito
ring,
Eva
luat
ion
& R
epor
ting
C
oher
ent,
resp
onsi
ve a
nd e
ffect
ive
com
mun
icat
ion
serv
ices
for a
ll D
epar
tmen
tal p
rogr
amm
es.
Im
plem
enta
tion
of p
olic
ies,
legi
slat
ion
and
regu
latio
ns to
war
ds tr
ansf
orm
atio
n an
d re
gula
tion
of th
e se
ctor
.
41 |
Pa
ge
GO
AL
2: S
TR
EN
GT
HE
NE
D G
OV
ER
NA
NC
E
ST
RA
TEG
IC
OB
JEC
TIVE
S
LIN
KAG
E TO
PG
DP
DEP
ARTM
ENTA
L
INTE
RVE
NTI
ON
S G
OAL
ST
RA
TEG
IC
OB
JEC
TIVE
IN
TER
VEN
TIO
NS
2.3.
Impr
oved
dec
isio
n m
akin
g th
roug
h ci
tizen
par
ticip
atio
n
6.4.
Pro
mot
e pa
rtici
pativ
e,
faci
litat
ive
and
acco
unta
ble
gove
rnan
ce
6.4.
a. Im
prov
e re
latio
nshi
p
b
etw
een
Trad
ition
al
C
ounc
ils, M
unic
ipal
ities
and
Pro
vinc
ial
D
epar
tmen
ts
Im
prov
e co
nsul
tatio
n, c
omm
unic
atio
n an
d fe
edba
ck in
mun
icip
aliti
es a
nd T
radi
tiona
l C
ounc
ils.
C
o-or
dina
tion
of in
terfa
ith to
pro
mot
e so
cial
co
hesi
on a
nd n
atio
n bu
ildin
g.
6.4.
c. D
evel
op a
dvoc
acy
p
rogr
amm
es
to
stre
ngth
en
th
e w
ard
com
mitt
ee
syst
em
St
reng
then
func
tiona
lity
of W
ard
Com
mitt
ees
Stre
ngth
en W
ard
Bas
ed P
lann
ing.
Impr
ove
Loca
l Gov
ernm
ent C
omm
unic
atio
n an
d co
-ord
inat
e a
LGC
sys
tem
that
ens
ures
th
e pu
blic
is in
form
ed o
f gov
ernm
ent
prog
ram
mes
and
pol
icie
s.
E
arly
war
ning
sys
tem
s se
rvic
e de
liver
y pr
otes
ts
42 |
Pa
ge
GO
AL
3: I
NC
RE
AS
ED
EC
ON
OM
IC O
PP
OR
TU
NIT
IES
STR
ATE
GIC
O
BJE
CTI
VES
LIN
KAG
E TO
PG
DP
DEP
ARTM
ENTA
L
INTE
RVE
NTI
ON
S G
OAL
ST
RA
TEG
IC
OB
JEC
TIVE
IN
TER
VEN
TIO
NS
3.1.
Stre
ngth
ened
sect
oral
deve
lopm
ent
Goa
l 1:
Job
Cre
atio
n 1.
2. E
nhan
ce
sect
oral
de
velo
pmen
t th
roug
h tra
de
and
inve
stm
ent
1.2.
f. E
stab
lish
Dis
trict
Age
ncie
s
to d
rive
LED
and
Inve
stm
ent
C
o-or
dina
tion
of p
ublic
and
priv
ate
stak
ehol
ders
to d
rive
econ
omic
pot
entia
l in
each
dis
trict
1.
2.g.
Rev
iew
the
Fund
ing
Fr
amew
ork
to Im
prov
e A
cces
s to
LE
D F
undi
ng
C
reat
e em
ploy
men
t opp
ortu
nitie
s th
roug
h:
- C
orrid
or D
evel
opm
ent
- S
mal
l Tow
n R
ehab
ilitat
ion
3.2.
Impr
oved
go
vern
men
t led
jo
b cr
eatio
n pr
ogra
mm
es
Goa
l 1:
Job
Cre
atio
n 1.
3. E
xpan
sion
of
gove
rnm
ent-l
ed
job
crea
tion
prog
ram
mes
1.3.
a. S
uppo
rt en
hanc
ed
impl
emen
tatio
n of
the
EPW
P (in
cl C
WP)
Pr
ogra
mm
e G
oal 3
: H
uman
and
C
omm
unity
D
evel
opm
ent
3.3.
Enh
ance
su
stai
nabl
e ho
useh
old
food
se
curit
y in
KZN
3.3.
f. 10
0 H
ecta
re P
rogr
amm
e by
Tra
ditio
nal C
ounc
ils
R
eviv
e an
d ac
tivat
e su
ppor
t of T
radi
tiona
l In
stitu
tion
to p
rom
ote
soci
o-ec
onom
ic
prog
ram
mes
43 |
Pa
ge
GO
AL
4: S
TR
EN
GT
HE
NE
D D
ELI
VE
RY
OF
BA
SIC
SE
RV
ICE
S
ST
RA
TEG
IC
OB
JEC
TIVE
S
LIN
KAG
E TO
PG
DP
DEP
ARTM
ENTA
L
INTE
RVE
NTI
ON
S G
OAL
ST
RA
TEG
IC
OB
JEC
TIVE
IN
TER
VEN
TIO
NS
4.1.
Impr
oved
co-
ordi
natio
n of
se
rvic
e de
liver
y
Goa
l 4:
Stra
tegi
c
Infra
stru
ctur
e
4.5.
Impr
ove
wat
er
reso
urce
m
anag
emen
t an
d su
pply
4.5.
g. W
ater
Con
serv
atio
n an
d
Dem
and
Man
agem
ent
P
rogr
amm
e in
all
the
WSA
s
C
o-or
dina
te s
ervi
ce d
eliv
ery
utilis
ing
IGR
Fo
ra.
4.5.
h. E
stab
lish
polic
y an
d de
sign
st
anda
rds
for t
he p
rovi
sion
of
75
litre
s of
wat
er p
er
pe
rson
per
day
C
o-or
dina
te w
ith D
WA
for t
he ro
ll ou
t of 7
5 lit
res
of w
ater
per
per
son
per d
ay.
4.6.
Impr
ove
ener
gy
prod
uctio
n an
d su
pply
4.6.
c. P
rogr
amm
e an
d fu
ndin
g fo
r
op
erat
ions
and
mai
nten
ance
Ado
pt a
hol
istic
app
roac
h to
ser
vice
de
liver
y to
add
ress
pro
visi
on o
f new
as
wel
l as
the
oper
atio
n, m
aint
enan
ce a
nd u
pgra
de
of e
xist
ing
infra
stru
ctur
e (th
roug
h th
e de
velo
pmen
t of U
AP
s).
S
uppo
rt m
unic
ipal
ities
with
impr
ovem
ent i
n th
e pr
oduc
tion
and
supp
ly o
f ene
rgy
(incl
udin
g al
tern
ativ
e en
ergy
).
44 |
Pa
ge
GO
AL
5: W
ELL
IN
TE
GR
AT
ED
SP
AT
IAL
PLA
NN
ING
SY
ST
EM
STR
ATE
GIC
O
BJE
CTI
VES
LIN
KAG
E TO
PG
DP
DEP
ARTM
ENTA
L
INTE
RVE
NTI
ON
S G
OAL
ST
RA
TEG
IC
OB
JEC
TIVE
IN
TER
VEN
TIO
NS
5.1.
Impr
oved
spa
tial
hi
erar
chy
of
se
rvic
es
Goa
l 3:
Hum
an A
nd
Com
mun
ity
Dev
elop
men
t
3.4.
Sus
tain
able
hu
man
settl
emen
ts
3.4.
a. E
stab
lishm
ent o
f a jo
int
pro
vinc
ial f
orum
add
ress
ing
in
tegr
ated
dev
elop
men
t
p
lann
ing
Su
ppor
t mun
icip
aliti
es to
impr
ove
spat
ial
loca
tion
of s
ervi
ces
(gov
ernm
ent,
soci
al
and
basi
c) in
line
with
Pro
vinc
ial S
patia
l P
lann
ing
(gui
delin
es/ f
ram
ewor
ks &
re
gula
tory
fram
ewor
k).
C
o-or
dina
te s
ervi
ce d
eliv
ery
thro
ugh
the
Join
t Pro
vinc
ial F
orum
. 3.
4.b.
Den
sific
atio
n of
set
tlem
ent
p
atte
rns
Su
ppor
t mun
icip
aliti
es to
impr
ove
spat
ial
loca
tion
of s
ervi
ces
(gov
ernm
ent,
soci
al
and
basi
c) in
line
with
Pro
vinc
ial S
patia
l P
lann
ing
(gui
delin
es/ f
ram
ewor
ks &
re
gula
tory
fram
ewor
k.
Goa
l 7:
Spat
ial
Equi
ty
7.1.
Act
ivel
y pr
omot
e sp
atia
l co
ncen
tratio
n an
d co
-ord
inat
ion
of
deve
lopm
ent
inte
rven
tions
.
7.1.
a: E
stab
lish
Pro
vinc
ial N
odes
with
cle
arly
def
ined
fu
nctio
ns a
nd in
terv
entio
n
p
er n
ode
7.1.
b. D
evel
opm
ent o
f spe
cific
C
orrid
or P
lans
to
co
-ord
inat
e in
terv
entio
ns
alo
ng p
rovi
ncia
l cor
ridor
s 7.
2. F
acilit
ate
inte
grat
ed la
nd
man
agem
ent a
nd
spat
ial p
lann
ing
7.2.
a. Im
plem
enta
tion
of a
sui
te o
f pl
ans
Im
plem
enta
tion
of S
PLU
MA
and
PD
A.
45 |
Pa
ge
GO
AL
6: A
DA
PT
AT
ION
TO
CLI
MA
TE
CH
AN
GE
STR
ATE
GIC
O
BJE
CTI
VES
LIN
KAG
E TO
PG
DP
DEP
ARTM
ENTA
L
INTE
RVE
NTI
ON
S G
OAL
ST
RA
TEG
IC
OB
JEC
TIVE
IN
TER
VEN
TIO
NS
6.1.
Incr
ease
d ad
apta
tion
to
Clim
ate
Cha
nge
impa
cts.
Goa
l 5:
Envi
ronm
enta
l S
usta
inab
ility
5.4.
Ada
ptat
ion
to
clim
ate
chan
ge
5.4.
a. C
limat
e ch
ange
pol
icy,
p
lann
ing
and
mon
itorin
g
Clim
ate
chan
ge fa
ctor
ed in
to p
lann
ing
and
deve
lopm
ent p
roce
sses
(Dis
aste
r S
ecto
r Pla
ns w
ith b
udge
ted
prog
ram
mes
)
Pol
icy
fram
ewor
ks, p
lans
and
st
rate
gies
to re
duce
risk
s
Ear
ly W
arni
ng s
yste
ms
Dis
aste
r Mon
itorin
g (G
IS to
plo
t ear
ly
war
ning
and
effe
ctiv
enes
s th
ereo
f,
resp
onse
, im
pact
, fre
quen
cy o
f di
sast
ers)
6.
2. Im
prov
ed D
isas
ter
Man
agem
ent
5.4.
b. D
isas
ter m
anag
emen
t
p
lann
ing
and
mon
itorin
g
Co-
ordi
nate
inte
rven
tions
and
sup
port
thro
ugh
Dis
aste
r Man
agem
ent
Inst
itutio
nal S
truct
ures
Impr
ove
prep
ared
ness
thro
ugh
Cap
acity
Bui
ldin
g Pr
ogra
mm
es
46 | P a g e
12. PROGRAMME ONE: ADMINISTRATION Programme Purpose The programme consists of two sub-programmes, namely Office of the MEC and Corporate Services. The purpose of this programme is supporting the Ministry and providing all other support services rendered in the Department, including the financial management of the Department. Corporate Services is responsible to render the following key functions:- Human Resource Administration encompassing Recruitment and Selection, Conditions
of Service and Remuneration; Provision of Human Capital Development including the Departmental Wellness
Programme; Labour Relations; Provision of Organisational Development and Efficiency Services encompassing Human
Resource Planning and practices, Organisation Design, Work Study and Job Design and Evaluation;
Provision of Auxiliary Services encompassing Transport, Security, Office Services and Occupational Health and Safety;
Provision of an Information Communication Technology Service including the provision of information system, management of service level agreements with service providers and the provision of IT related resources;
Provision of Financial Management support to the Department; Provision of Policy and Research support to the Department; Provision of Legal Services support to the Department; and Provision of Strategic Planning, Monitoring and Evaluation support to the Department.
47 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
1. Im
prov
ed c
apac
ity o
f pol
itica
l and
adm
inis
trat
ive
gove
rnan
ce
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Bui
ld th
e ca
paci
ty a
nd c
apab
ility
of th
e D
epar
tmen
t to
pro
mot
e cl
ean,
effe
ctiv
e an
d ef
ficie
nt
gove
rnan
ce
Impl
emen
t the
Hum
an R
esou
rce
Pla
n to
ad
dres
s th
e fo
llow
ing:
Inte
rnal
cap
acity
of t
he D
epar
tmen
t
to b
e de
velo
ped
thro
ugh
a ta
rget
ed
recr
uitm
ent p
roce
ss e
spec
ially
with
re
gard
to s
carc
e sk
ills (n
ot li
mite
d to
O
SD)
C
apab
ility
of e
xist
ing
staf
f to
be
augm
ente
d to
resp
ond
exte
rnal
ly to
m
unic
ipal
ities
and
Tra
ditio
nal
Inst
itutio
n.
o U
nder
take
a s
kills
aud
it in
clud
ing
qual
ifica
tions
. o
Alig
n tra
inin
g to
Mun
icip
al
and
Trad
ition
al In
stitu
tions
tra
inin
g o
Trai
ning
of s
taff
need
s to
ad
dres
s th
eir c
apab
ility
to
perfo
rm th
eir f
unct
ion
with
in
a m
unic
ipal
con
text
. o
Stru
ctur
ed o
rient
atio
n of
new
st
aff-
over
view
of t
he
Dep
artm
ent
R
evie
w o
rgan
isat
iona
l stru
ctur
e to
be
des
igne
d an
d al
igne
d to
the
Dep
artm
ent 1
00%
fu
nctio
nal i
n ac
cord
ance
with
the
appr
oved
or
gani
satio
nal
stru
ctur
e
100%
sta
ff ca
pabl
e to
pe
rform
thei
r fun
ctio
n w
ithin
a m
unic
ipal
co
nte x
t
Lead
: Hum
an
Res
ourc
e M
anag
emen
t an
d D
evel
opm
ent
Part
ners
: D
epar
tmen
tal
Bran
ches
, M a
nd E
Ex
tern
al
Stak
ehol
ders
: D
PSA
and
OTP
A
ppro
val d
elay
s by
ex
tern
al s
take
hold
ers
(OTP
and
DPS
A).
Lack
of c
omm
unic
atio
n am
ongs
t sta
keho
lder
s.
48 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
1. Im
prov
ed c
apac
ity o
f pol
itica
l and
adm
inis
trat
ive
gove
rnan
ce
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Stra
tegi
c P
lans
in o
rder
to e
nsur
e th
at th
e D
epar
tmen
t del
iver
s on
its
man
date
Al
ign
Perfo
rman
ce M
anag
emen
t w
ith th
e St
rate
gic
Plan
s (S
trate
gic
Pla
n an
d A
PP
) of t
he D
epar
tmen
t. o
Stri
ngen
t pro
batio
n pe
riod
100%
of s
taff
Perfo
rman
ce
Agr
eem
ents
alig
ned
to th
e St
rate
gic
Plan
s
Lead
: Hum
an
Res
ourc
e M
anag
emen
t an
d D
evel
opm
ent
Part
ners
: D
epar
tmen
tal
Bra
nche
s, M
and
E
N
one
St
reng
then
the
disc
iplin
ary
prac
tice
in th
e D
epar
tmen
t:
o M
easu
res
to b
e pu
t in
plac
e to
exp
edite
fina
lisat
ion
of
disc
iplin
ary
case
s o
Mea
sure
s to
be
put i
n pl
ace
to a
ccel
erat
e di
scip
linar
y pr
oces
ses
o M
easu
res
to b
e pu
t in
plac
e to
dea
l with
crim
inal
cas
es in
th
e D
epar
tmen
t
All d
isci
plin
ary
case
s to
be
conc
lude
d w
ithin
the
stat
utor
y tim
efra
me
Lead
: Hum
an
Res
ourc
e M
anag
emen
t Pa
rtne
rs:
Dep
artm
enta
l B
ranc
hes,
Inte
rnal
C
ontro
l
N
one
M
anag
e tra
nsfo
rmat
ion
Pro
gram
mes
- thr
ough
det
erm
inin
g se
rvic
e st
anda
rds
in a
ccor
danc
e w
ith th
e B
atho
Pel
e pr
inci
ples
Impr
oved
ser
vice
de
liver
y in
line
with
th
e SD
IP
Lead
: Stra
tegi
c P
lann
ing
and
Ser
vice
D
eliv
ery
N
one
49 | Pa
ge
STRA
TEGIC
GO
AL 2. Strengthened G
overnance
STRA
TEGIC
OB
JECTIVE
2.1. Improved capacity of political and adm
inistrative governance
STRA
TEGIC
INTER
VENTIO
NS
DEPAR
TMEN
TAL ACTIO
NS
FIVE YEAR TAR
GET
LEAD
CO
-OR
DIN
ATOR
S, PAR
TNER
S &
EXTERN
AL STAK
EHO
LDER
S
LIMITATIO
NS
o D
evelop a Service D
elivery Im
provement P
lan
Partners: D
epartmental
Program
mes
Improve the delivery of IT S
ervices w
ithin the Departm
ent through:
Uninterrupted and responsive IT
system.
Appropriately skilled staff
Security of inform
ation
Business C
ontinuity and storage of inform
ation
Upgrading of technology
Fully functional IT Service
Lead: Information
Technology Partners: D
epartmental
Program
mes
External Stakeholders: SITA
R
eliance on external stakeholders.
Lack of com
munication
amongst stakeholders.
Provide a functional w
orking environm
ent for Departm
ental program
mes in line w
ith the O
ccupational Health and S
afety Act
o P
rovide a functional working
environment aligned to the
organisational structure and recruitm
ent process o
Context specific-
Identify needs and develop uniform
standards.
C
ost effectiveness
100% of
Departm
ental buildings com
pliant w
ith the Occupational
Health and S
afety Act 100%
alignment of
functional working
environment to
organisational structure
Lead: Auxiliary Services Partners: D
epartmental
Program
mes, IT,
Security Services, Internal C
ontrol External Stakeholders: D
epartment of
Transport, Departm
ent of Public W
orks and m
unicipalities
R
eliance on external stakeholders.
Lack of com
munication
amongst stakeholders.
50 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
1. Im
prov
ed c
apac
ity o
f pol
itica
l and
adm
inis
trat
ive
gove
rnan
ce
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
E
ffect
ive
and
effic
ient
man
agem
ent
of fl
eet
o En
forc
emen
t of t
rans
port
polic
ies
o Fu
el e
ffici
ency
o Tr
acki
ng s
yste
m
100%
of f
leet
ef
ficie
ntly
man
aged
Ens
ure
soun
d fin
anci
al
man
agem
ent
C
lean
Aud
it o
AG A
ctio
n Pl
an to
add
ress
aud
it ou
tcom
es
o C
ompi
led
and
subm
itted
all
stat
utor
y re
ports
tim
eous
ly.
o E
ffect
ive
and
effic
ient
ex
pend
iture
man
agem
ent
Cle
an A
udit
achi
eved
fo
r the
Dep
artm
ent
Le
ad: F
inan
cial
M
anag
emen
t Pa
rtne
rs:
Dep
artm
enta
l P
rogr
amm
es,
Exte
rnal
St
akeh
olde
rs:
Pro
vinc
ial T
reas
ury,
Au
dito
r Gen
eral
N
one
E
nsur
e an
effi
cien
t SC
M
o Th
e D
epar
tmen
t will
proc
ure
good
s an
d se
rvic
es b
ased
on
the
need
s as
sess
men
t and
sp
ecifi
catio
n of
goo
ds a
nd
serv
ices
link
ed to
the
Dep
artm
enta
l bud
get
(Pro
cure
men
t Pla
n)
o Th
e D
epar
tmen
t will
impl
emen
t ef
fect
ive
and
effic
ient
m
anag
emen
t of t
he a
cqui
sitio
n pr
oces
ses
No
unau
thor
ised
, irr
egul
ar fr
uitle
ss a
nd
was
tefu
l exp
endi
ture
51 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
1. Im
prov
ed c
apac
ity o
f pol
itica
l and
adm
inis
trat
ive
gove
rnan
ce
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
o Th
e D
epar
tmen
t w
ill im
plem
ent
effic
ient
pro
cess
es fo
r m
anag
emen
t of l
ogis
tics
o Th
e D
epar
tmen
t will
impl
emen
t pr
oces
ses
to e
ffect
ivel
y di
spos
e un
serv
icea
ble,
redu
ndan
t or
obso
lete
goo
ds
D
evel
op a
nd m
onito
r effe
ctiv
e tra
ditio
nal f
inan
cial
man
agem
ent
syst
ems
o Tr
aditi
onal
Adm
inis
trativ
e C
entre
s w
ith u
pdat
ed M
ovab
le
Ass
et R
egis
ters
o
Trad
ition
al C
ounc
ils s
uppo
rted
to
impl
emen
t the
fina
ncia
l m
anag
emen
t pra
ctic
e no
tes
All T
radi
tiona
l A
dmin
istra
tive
Cen
tres
with
upd
ated
M
ovab
le A
sset
R
egis
ters
Al
l Tra
ditio
nal
Cou
ncils
are
im
plem
entin
g th
e fin
anci
al
man
agem
ent p
ract
ice
note
s
Lead
: Tra
ditio
nal
Fina
nce
Pa
rtne
rs:
Dep
artm
enta
l P
rogr
amm
es,
Exte
rnal
St
akeh
olde
rs:
Pro
vinc
ial T
reas
ury,
Au
dito
r Gen
eral
N
one
52 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
1. Im
prov
ed c
apac
ity o
f pol
itica
l and
adm
inis
trat
ive
gove
rnan
ce
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Impr
ove
orga
nisa
tiona
l pr
ofic
ienc
y
Supp
ort t
he D
epar
tmen
t with
pol
icy
and
rese
arch
dev
elop
men
t
Det
erm
inin
g tre
nds
and
high
light
ing
cutti
ng e
dge
info
rmat
ion
that
im
pact
s on
the
Dep
artm
ent
D
atab
ase
of m
unic
ipal
and
tra
ditio
nal i
nstit
utio
n st
atis
tical
in
form
atio
n.
R
esea
rch
to in
form
and
be
alig
ned
to th
e C
apac
ity B
uild
ing
Stra
tegy
.
Res
earc
h on
tren
ds in
Sec
tor
Dep
artm
ent
mun
icip
aliti
es
Kn
owle
dge
Man
agem
ent
Su
ppor
t the
Dep
artm
ent
to re
view
ce
rtifie
d po
licie
s an
nual
ly (i
nwar
d lo
okin
g an
d ou
twar
d lo
okin
g)
Res
earc
h in
form
s th
e pr
epar
atio
n of
St
rate
gic
Plan
s an
d po
licie
s
Lead
: Pol
icy
and
Res
earc
h Pa
rtne
rs: M
and
E,
Dep
artm
enta
l P
rogr
amm
es
R
elia
nce
on e
xter
nal
stak
ehol
ders
whe
n co
nduc
ting
rese
arch
.
Lack
of c
omm
unic
atio
n am
ongs
t sta
keho
lder
s.
Ens
ure
Intra
-Dep
artm
enta
l co-
ordi
natio
n
C
o-or
dina
te s
ervi
ce d
eliv
ery-
ens
ure
that
the
affe
cted
sec
tor d
epar
tmen
ts
and
entit
ies
are
fully
repr
esen
ted
in
the
mul
ti se
ctor
al ta
sk te
ams
(Ope
ratio
n S
ukum
a S
akhe
)
10 D
istri
cts
and
1 M
etro
sup
porte
d on
O
SS
LEAD
: HO
D
Part
ners
: All
Dep
artm
enta
l P
rogr
amm
es
N
one
53 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
2. S
tren
gthe
ned
acco
unta
bilit
y of
gov
erna
nce
inst
itutio
ns
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Cre
ate
a cu
lture
with
in th
e D
epar
tmen
t whe
re a
ll em
ploy
ees
and
stak
ehol
ders
con
tinuo
usly
be
have
eth
ical
ly in
dea
ling
with
th
e or
on
beha
lf of
the
Dep
artm
ent
Era
dica
te th
e in
cide
nces
of f
raud
with
in
the
Dep
artm
ent t
hrou
gh th
e fo
llow
ing:
Mea
sure
s to
act
as
a de
terr
ent-
o S
treng
then
dis
cipl
inar
y ac
tion
in th
e D
epar
tmen
t (se
e lin
k w
ith H
R a
bove
)
Mea
sure
s to
pre
vent
frau
d o
Sys
tem
s an
d co
ntro
ls p
ut in
pl
ace
for e
arly
det
ectio
n of
fra
ud
E
duca
tion-
o
Cre
atin
g aw
aren
ess
with
in th
e D
epar
tmen
t
Enc
oura
ge e
mpl
oyee
s an
d st
akeh
olde
rs to
repo
rt al
lege
d fra
udul
ent a
ctiv
ity w
ithou
t fea
r of
repr
isal
s or
recr
imin
atio
ns
R
epor
t crim
inal
cas
es
No
inci
denc
es o
f fra
ud
with
in th
e D
epar
tmen
t
Lead
: Int
erna
l Con
trol
Part
ners
: D
epar
tmen
tal
Pro
gram
mes
Ex
tern
al
Stak
ehol
ders
: P
rovi
ncia
l Tre
asur
y,
SAPS
, Aud
itor G
ener
al.
R
elia
nce
on e
xter
nal
stak
ehol
ders
Lack
of c
omm
unic
atio
n am
ongs
t sta
keho
lder
s.
Pro
mot
e a
cultu
re o
f int
egra
ted
plan
ning
, tra
nspa
renc
y an
d ac
coun
tabi
lity
that
enh
ance
s th
e ef
ficie
nt a
nd e
ffect
ive
perfo
rman
ce o
f the
Dep
artm
ent
St
reng
then
inte
rnal
con
trol
mea
sure
s to
min
imis
e ris
k an
d ac
t as
an
early
war
ning
sys
tem
: o
Inte
rnal
Aud
it Pl
an
o R
isk
Man
agem
ent P
lan
o C
ompl
ianc
e Au
ditin
g o
AG M
anag
emen
t Act
ion
Plan
Enha
nced
Inte
rnal
C
ontro
l mea
sure
s in
pl
ace
for a
ll Bu
sine
ss
proc
esse
s
Lead
: Int
erna
l Con
trol
Part
ners
: D
epar
tmen
tal
Pro
gram
mes
Ex
tern
al
Stak
ehol
ders
:
54 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
2. S
tren
gthe
ned
acco
unta
bilit
y of
gov
erna
nce
inst
itutio
ns
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Pro
vinc
ial T
reas
ury,
Au
dito
r Gen
eral
.
Util
ise
a so
und
and
resp
onsi
ve
stra
tegi
c pl
anni
ng p
roce
sses
that
: o
Ens
ures
alig
nmen
t of N
atio
nal
and
Pro
vinc
ial l
egis
lativ
e an
d po
licy
impe
rativ
es (i
nclu
ding
D
epar
tmen
tal m
anda
te)
o P
rom
otes
con
sulta
tion,
pa
rtici
patio
n an
d co
nsen
sus
o C
lient
orie
nted
-ens
ure
that
ci
tizen
s ar
e at
the
cent
re o
f se
rvic
e de
liver
y
o Li
nks
Dep
artm
enta
l pe
rform
ance
to in
divi
dual
pe
rform
ance
Stra
tegi
c Pl
ans
alig
ned
to N
atio
nal
and
Pro
vinc
ial
impe
rativ
es
Busi
ness
Pla
ns a
nd
Perfo
rman
ce
Agre
emen
ts o
f sta
ff al
igne
d to
Stra
tegi
c Pl
ans
Lead
: Stra
tegi
c Pl
anni
ng
Part
ners
: D
epar
tmen
tal
Pro
gram
mes
, HR
M a
nd
D
Exte
rnal
St
akeh
olde
rs:
Pro
vinc
ial T
reas
ury,
Au
dito
r Gen
eral
, Offi
ce
of th
e Pr
emie
r.
N
one
Impl
emen
t a tr
ansp
aren
t and
ac
coun
tabl
e m
onito
ring
syst
em th
at w
ill en
hanc
e pr
ogra
mm
e pe
rform
ance
th
roug
h:
o R
elia
ble
and
valid
per
form
ance
in
form
atio
n fo
r dec
isio
n m
akin
g.
o M
aint
ain
and
enco
urag
e us
e of
th
e pe
rform
ance
info
rmat
ion
know
ledg
e ba
se
Cle
an A
udit
on
perfo
rman
ce
info
rmat
ion
M
onito
ring
perfo
rman
ce
info
rmat
ion
info
rms
the
prep
arat
ion
of
Stra
tegi
c Pl
ans
Lead
: Mon
itorin
g
Part
ners
: Hea
d of
D
epar
tmen
t,
Dep
artm
enta
l P
rogr
amm
es
Exte
rnal
St
akeh
olde
rs:
SITA
, mun
icip
aliti
es
55 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
2. S
tren
gthe
ned
acco
unta
bilit
y of
gov
erna
nce
inst
itutio
ns
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
o A
n ea
rly w
arni
ng s
yste
m
Impl
emen
t a tr
ansp
aren
t and
ac
coun
tabl
e ev
alua
tion
syst
em th
at w
ill en
hanc
e pr
ogra
mm
e pe
rform
ance
and
in
form
dec
isio
n m
akin
g:
o Ef
ficie
nt u
se o
f Dep
artm
enta
l re
sour
ces
o
Effe
ctiv
enes
s of
Dep
artm
enta
l pr
ogra
mm
es
o M
aint
ain
and
enco
urag
e us
e of
th
e pe
rform
ance
info
rmat
ion
know
ledg
e ba
se
o A
n ea
rly w
arni
ng s
yste
m.
Rec
omm
enda
tions
of
eval
uatio
ns
impl
emen
ted
Eva
luat
ion
info
rmat
ion
info
rms
the
prep
arat
ion
of
Stra
tegi
c Pl
ans
Lead
: Eva
luat
ion
Part
ners
: Hea
d of
D
epar
tmen
t,
Dep
artm
enta
l P
rogr
amm
es
Exte
rnal
St
akeh
olde
rs:
SITA
, mun
icip
aliti
es
The
Dep
artm
ent i
s fu
lly c
ompl
iant
w
ith re
gard
to le
gal p
resc
ripts
.
Fa
cilit
ate
a pr
oces
s w
here
by th
e D
epar
tmen
t is
fully
com
plia
nt in
te
rms
of li
ne fu
nctio
n le
gisl
atio
n (M
unic
ipal
Sys
tem
s Ac
t, Pl
anni
ng
and
Dev
elop
men
t Act
, IG
R
Fram
ewor
k A
ct, e
tc.)
100%
com
plia
nce
with
al
l lin
e fu
nctio
n le
gisl
atio
n
Lead
: Leg
al S
ervi
ces
Part
ners
: D
epar
tmen
tal
Pro
gram
mes
Ex
tern
al
Stak
ehol
ders
: SI
TA a
nd e
xter
nal
serv
ice
prov
ider
s
R
elia
nce
on e
xter
nal
stak
ehol
ders
.
P
ut p
roce
dure
s an
d pr
oces
ses
in
plac
e fo
r com
plia
nce
with
tra
nsve
rsal
legi
slat
ion
( Pro
mot
ion
of A
cces
s to
Info
rmat
ion
Act,
PAIA
an
d P
rom
otio
n of
Adm
inis
trativ
e Ju
stic
e Ac
t, PA
JA e
tc.)
100%
com
plia
nce
with
al
l tra
nsve
rsal
le
gisl
atio
n
56 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
2. S
tren
gthe
ned
acco
unta
bilit
y of
gov
erna
nce
inst
itutio
ns
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
M
onito
r com
plia
nce
and
take
co
rrec
tive
actio
n if
requ
ired
(tran
sver
sal a
nd li
ne fu
nctio
n le
gisl
atio
n)
Ens
ure
cohe
rent
, res
pons
ive
and
effe
ctiv
e co
mm
unic
atio
n se
rvic
es
for a
ll D
epar
tmen
tal p
rogr
amm
es
Im
plem
ent D
epar
tmen
t C
omm
unic
atio
n P
lan
(inte
rnal
) o
Dev
elop
and
mai
ntai
n re
latio
ns w
ith th
e m
edia
o
Dev
elop
and
mai
ntai
n pl
atfo
rms
to c
omm
unic
ate
Dep
artm
enta
l pro
gram
mes
bo
th in
tern
ally
and
ex
tern
ally
o
Put
mec
hani
sms
in p
lace
to
ensu
re th
e st
reng
th o
f the
D
epar
tmen
t as
a br
and
o P
rom
ote
a po
s itiv
e im
age
of
the
MEC
and
the
Dep
artm
ent
o To
incr
ease
the
publ
ic/s
take
hold
ers
unde
rsta
ndin
g on
KZN
C
OG
TA p
olic
ies,
pr
ogra
mm
es a
nd s
ervi
ces
100%
co
mm
unic
atio
n on
D
epar
tmen
t al
prog
ram
mes
and
ev
ents
Lead
: Com
mun
icat
ion
Part
ners
: D
epar
tmen
tal
Pro
gram
mes
Ex
tern
al
Stak
ehol
ders
: S
ITA
and
exte
rnal
se
r vic
e pr
ovid
ers
R
elia
nce
on e
xter
nal
stak
ehol
ders
.
57 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
2. S
tren
gthe
ned
acco
unta
bilit
y of
gov
erna
nce
inst
itutio
ns
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
o To
pro
file
KZN
CO
GTA
as
a dr
iver
for s
ocio
-eco
nom
ic
deve
lopm
ent
o To
stre
ngth
en L
ocal
G
over
nmen
t co
mm
unic
atio
n.
o S
ettin
g th
e ag
enda
for
com
mun
icat
ion;
impl
emen
t a
proa
ctiv
e m
edia
m
anag
emen
t sys
tem
o
Man
age
the
com
mun
icat
ion
impl
icat
ions
of
Par
liam
enta
ry Q
uest
ions
o
Sup
port
cam
paig
ns o
n th
e na
tiona
l and
pro
vinc
ial
Gov
ernm
ent p
riorit
ies
o E
nhan
ce th
e co
rpor
ate
iden
tity
for g
over
nmen
t Im
prov
e Lo
cal G
over
nmen
t C
omm
unic
atio
n (L
GC
) and
co-
ordi
nate
a L
GC
sys
tem
that
en
sure
s th
e pu
blic
is in
form
ed o
f go
vern
men
t pro
gram
mes
and
po
licie
s.
Im
plem
ent t
he B
ack
to B
asic
s C
omm
unic
atio
ns P
lan
Supp
ort t
he M
unic
ipal
ities
to
deve
lop
and
impl
emen
t mea
sure
s to
effe
ctiv
ely
enga
ge w
ith
com
mun
ities
Com
mun
ities
in
form
ed o
f pro
gres
s on
Dep
artm
enta
l pr
ogra
mm
es
Lead
: Com
mun
icat
ion
Part
ners
: D
epar
tmen
tal
Pro
gram
mes
Ex
tern
al
Stak
ehol
ders
: SI
TA, m
unic
ipal
ities
R
elia
nce
on e
xter
nal
stak
ehol
ders
.
58 | P a g e
13. PROGRAMME TWO: LOCAL GOVERNANCE Programme Purpose The programme consists of five sub-programmes namely Municipal Administration, Municipal Finance, Public Participation, Capacity Development and Municipal Performance Monitoring, Reporting and Evaluation. The purpose of this programme is to co-ordinate, support, promote and enhance governance administration and public participation in local government. The services under this programme are as follows: To promote community development and enhance governance through public
participation; To promote good governance in municipalities; To manage municipal financial support; and To manage and co-ordinate municipal development.
59 |
Pa
ge
STR
ATE
GIC
GO
AL
1. Im
prov
ed C
o-op
erat
ive
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
1.
1. Im
prov
ed fu
nctio
nalit
y of
Inte
r-G
over
nmen
tal R
elat
ions
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Co-
ordi
nate
and
lead
an
Inte
grat
ed P
rovi
ncia
l Ser
vice
D
eliv
ery
Pla
n ut
ilisin
g th
e ID
P a
s th
e si
ngle
win
dow
of
coor
dina
tion.
Im
plem
ent a
n In
tegr
ated
Pro
vinc
ial
Serv
ice
Del
iver
y Pl
an b
ased
on
MTE
F of
Pro
vinc
ial a
nd N
atio
nal
Dep
artm
ents
and
Mun
icip
al ID
Ps
o Al
ignm
ent o
f MTS
F, P
GD
P an
d ot
her g
over
nmen
t prio
ritie
s w
ith
IDP
o
Alig
nmen
t of I
DP
and
the
budg
ets
of S
ecto
r Dep
artm
ents
o
Alig
nmen
t of I
DP
with
mun
icip
al
budg
et
o A
lignm
ent o
f cro
ss b
orde
r iss
ues
1 In
tegr
ated
P
rovi
ncia
l Ser
vice
D
eliv
ery
Plan
im
plem
ente
d
Lead
: ID
P C
o-or
dina
tion
Pa
rtne
rs: M
unic
ipal
Fi
nanc
e, D
IS, M
unic
ipal
In
frast
ruct
ure
Exte
rnal
St
akeh
olde
rs:
sect
or d
epar
tmen
ts,
mun
icip
aliti
es
Po
or c
o-op
erat
ion
from
se
ctor
dep
artm
ents
.
M
onito
r pub
lic s
ecto
r cap
ital
expe
nditu
re w
ithin
KZN
in li
ne w
ith
the
iden
tifie
d/al
igne
d pr
ojec
ts in
the
PGD
S
70%
pub
lic s
ecto
r ca
pita
l exp
endi
ture
w
ithin
KZN
spe
nt in
ac
cord
ance
with
the
PGD
S id
entif
ied/
alig
ned
proj
ects
Lead
: Mun
icip
al
Fina
nce
Part
ners
: Mun
icip
al
Infra
stru
ctur
e, ID
P Ex
tern
al
Stak
ehol
ders
: Se
ctor
dep
artm
ents
Mon
itor p
ublic
sec
tor e
xpen
ditu
re in
lin
e w
ith th
e m
unic
ipal
IDP
75
% p
ublic
sec
tor
expe
nditu
re s
pent
in
acco
rdan
ce to
the
mun
icip
al ID
P
Lead
: Mun
icip
al
Fina
nce
Part
ners
: ID
P C
o-or
dina
tion
Exte
rnal
St
akeh
olde
rs:
60 |
Pa
ge
STR
ATE
GIC
GO
AL
1. Im
prov
ed C
o-op
erat
ive
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
1.
1. Im
prov
ed fu
nctio
nalit
y of
Inte
r-G
over
nmen
tal R
elat
ions
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Sect
or d
epar
tmen
ts
Stre
ngth
en o
vers
ight
and
fu
nctio
nalit
y of
IGR
stru
ctur
es
(suc
h as
Min
mec
, Mun
iME
C,
PC
F, M
unic
ipal
IGR
fora
.)
Im
prov
e fu
nctio
nalit
y of
IGR
S
truct
ures
and
sys
tem
s
o C
o-op
erat
ive
deci
sion
m
akin
g (in
clud
ing
inte
r-m
unic
ipal
) o
Co-
ordi
nate
and
alig
n bu
dget
pr
iorit
ies
and
polic
ies
o
Co-
ordi
natio
n of
ser
vice
de
liver
y is
sues
out
lined
in
the
Inte
grat
ed P
rovi
ncia
l S
ervi
ce D
eliv
ery
Pla
n o
Flow
of i
nfor
mat
ion
with
in
and
betw
een
gove
rnm
ent
and
com
mun
ities
o
Pre
vent
ion
and
reso
l utio
n of
co
nflic
t and
dis
pute
s
o C
o-or
dina
tion
of th
e im
plem
enta
tion
of d
ecis
ions
ta
ken
o S
epar
atio
n of
exe
cutiv
e an
d le
gisl
ativ
e fu
nctio
ns (l
ong
term
)
All I
GR
Stru
ctur
es
are
fully
func
tiona
l in
acco
rdan
ce w
ith th
e IG
R F
ram
ewor
k
Lead
: IG
R
Exte
rnal
St
akeh
olde
rs: S
ecto
r de
partm
ents
, m
unic
ipal
ities
Po
or c
o-op
erat
ion
from
ex
tern
al s
take
hold
ers.
Inst
abilit
y in
loca
l go
vern
men
t.
Poor
impl
emen
tatio
n of
the
IGR
pol
icy
by e
xter
nal
stak
ehol
ders
.
61 |
Pa
ge
STR
ATE
GIC
GO
AL
1. Im
prov
ed C
o-op
erat
ive
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
1.
1. Im
prov
ed fu
nctio
nalit
y of
Inte
r-G
over
nmen
tal R
elat
ions
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Supp
ort m
unic
ipal
ities
to e
nhan
ce
the
func
tiona
lity
of o
vers
ight
st
ruct
ures
All m
unic
ipal
ities
with
fu
nctio
nal o
vers
ight
st
ruct
ures
C
o-or
dina
te s
ervi
ce d
eliv
ery
thro
ugh
the
Join
t Pro
vinc
ial
Foru
m
C
o-or
dina
te th
e es
tabl
ishm
ent o
f a
join
t pro
vinc
ial f
orum
add
ress
ing
inte
grat
ed d
evel
opm
ent p
lann
ing
1 jo
int p
rovi
ncia
l se
rvic
e de
liver
y fo
rum
sup
porte
d
Lead
: ID
P Ex
tern
al
Stak
ehol
ders
: D
epar
tmen
t of H
uman
S
ettle
men
ts,
mun
icip
aliti
es
P
oor c
o-op
erat
ion
by
stak
ehol
ders
.
Impl
emen
t a s
ingl
e m
echa
nism
to
mea
sure
, mon
itor a
nd re
port
on
per fo
rman
ce o
f mun
icip
aliti
es
C
apac
itate
mun
icip
aliti
es o
n si
ngle
re
porti
ng m
echa
nism
Mon
itor t
he c
ompl
ianc
e of
the
mun
icip
aliti
es w
ith th
e re
porti
ng
syst
em
All m
unic
ipal
ities
are
co
mpl
ying
with
the
sing
le re
porti
ng
mec
hani
sm
Lead
: Mun
icip
al
Perfo
rman
ce
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
In
accu
rate
dat
a re
ceiv
ed
from
mun
icip
aliti
es.
N
on-c
ompl
ianc
e w
ith th
e no
rms
and
stan
dard
s of
the
repo
rting
sys
tem
.
Poo
r coo
pera
tion
by
stak
ehol
ders
.
D
evel
op a
n el
ectro
nic
dash
boar
d th
at re
flect
s th
e cu
rrent
sta
tus
of
mun
icip
aliti
es
Ele
ctro
nic
syst
em
refle
ctin
g cu
rrent
st
atus
of f
unct
iona
lity
of m
unic
ipal
ities
Lead
: Mun
icip
al
Perfo
rman
ce
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
Inte
grat
ed a
nd s
usta
inab
le
supp
ort t
o M
unic
ipal
ities
.
Im
plem
enta
tion
of B
ack
to B
asic
s pr
ogra
mm
es th
roug
h a
func
tiona
l N
erve
Cen
tre
D
evel
op a
n ea
rly w
arni
ng s
yste
m:
o D
evel
opm
ent o
f Dis
trict
and
M
unic
ipal
Pro
files
All m
unic
ipal
ities
are
ca
tego
rised
as
func
tiona
l
Lead
: Mun
icip
al
Perfo
rman
ce
Part
ners
: All
Dep
artm
enta
l P
rogr
amm
es
In
accu
rate
dat
a re
ceiv
ed
from
mun
icip
aliti
es.
N
on-c
ompl
ianc
e w
ith th
e no
rms
and
stan
dard
s by
m
unic
ipal
ities
.
62 |
Pa
ge
STR
ATE
GIC
GO
AL
1. Im
prov
ed C
o-op
erat
ive
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
1.
1. Im
prov
ed fu
nctio
nalit
y of
Inte
r-G
over
nmen
tal R
elat
ions
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
o C
lass
ifica
tion
of m
unic
ipal
ities
an
d su
ppor
t o
Iden
tific
atio
n of
cha
lleng
es a
nd
co-o
rdin
atio
n of
sup
port
of k
ey
stak
ehol
ders
(mul
ti-di
scip
linar
y te
am)
C
o-or
dina
te b
aske
t of s
ervi
ces
to
supp
ort M
unic
ipal
ities
: o
Ass
essm
ent o
f mun
icip
aliti
es
o C
onso
lidat
ed s
uppo
rt an
d im
plem
enta
tion
o M
onito
ring
Per
form
ance
to
ensu
re s
usta
inab
ility
Exte
rnal
St
akeh
olde
rs:
Sec
tor d
epar
tmen
ts,
mun
icip
aliti
es
P
oor c
o-op
erat
ion
by
stak
ehol
ders
.
63 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
1. Im
prov
ed c
apac
ity o
f pol
itica
l and
adm
inis
trat
ive
gove
rnan
ce in
mun
icip
aliti
es
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Impl
emen
t a P
rovi
ncia
l Cap
acity
B
uild
ing
Stra
tegy
for L
ocal
G
over
nmen
t and
Tra
ditio
nal
Inst
itutio
ns (i
nclu
de p
rogr
amm
es
with
in th
e D
epar
tmen
t as
wel
l as
sect
or d
epar
tmen
ts).
C
apac
itate
mun
icip
aliti
es in
ac
cord
ance
to th
e ca
paci
ty b
uild
ing
stra
tegy
(In
the
cont
ext o
f the
Bac
k to
Bas
ics
App
roac
h)
All m
unic
ipal
ities
ca
paci
tate
d in
line
w
ith th
e pr
ovin
cial
ca
paci
ty b
uild
ing
stra
tegy
Lead
: Cap
acity
B
uild
ing
Exte
rnal
St
akeh
olde
rs:
Sec
tor d
epar
tmen
ts,
mun
icip
aliti
es.
Po
or c
o-op
erat
ion
from
all
stak
ehol
ders
.
M
onito
r the
impl
emen
tatio
n of
the
inte
grat
ed c
apac
ity b
uild
ing
stra
tegy
. (In
tern
al a
nd e
xter
nal)
Lead
: Cap
acity
B
uild
ing
Part
ners
: D
epar
tmen
tal
Pro
gram
mes
B
uild
the
capa
city
of d
istri
ct
mun
icip
aliti
es to
bui
ld re
silie
nt in
lo
cal m
unic
ipal
ities
.
Bu
ild th
e ca
paci
ty o
f crit
ical
ski
lls in
D
istri
ct M
unic
ipal
ities
(poo
l of s
kills
)
Ext
end
shar
ed s
ervi
ces
to in
clud
e Lo
cal G
over
nmen
t
All D
istri
cts
capa
cita
ted
(peo
ple)
w
ith c
ritic
al s
kills
Lead
: Mun
icip
al
Gov
erna
nce
and
Adm
inis
t ratio
n an
d ID
P
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
Po
or c
o-op
erat
ion
from
st
akeh
olde
rs.
Enf
orce
men
t of l
egis
latio
n an
d po
licie
s in
Loc
al G
over
nmen
t.
Stre
ngth
en th
e in
stitu
tiona
l cap
acity
of
mun
icip
aliti
es b
y m
onito
ring
com
plia
nce
with
Loc
al G
over
nmen
t le
gisl
atio
n an
d po
licie
s
All m
unic
ipal
ities
co
mpl
y w
ith L
ocal
G
over
nmen
t le
gisl
atio
n an
d po
licie
s
Lead
: Mun
icip
al
Gov
erna
nce
and
Adm
inis
tratio
n.
Part
ners
: Leg
al
Serv
ices
. Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
La
ck o
f cap
acity
at
mun
icip
aliti
es.
La
ck o
f sta
bilit
y at
m
unic
ipal
ities
.
Poo
r co-
oper
atio
n fro
m a
ll st
akeh
olde
rs.
P
oor m
onito
ring
of p
olic
y im
plem
enta
tion.
64 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
1. Im
prov
ed c
apac
ity o
f pol
itica
l and
adm
inis
trat
ive
gove
rnan
ce in
mun
icip
aliti
es
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Impl
emen
t pro
gram
mes
to
supp
ort f
inan
cial
via
bilit
y an
d m
anag
emen
t in
Loca
l G
over
nmen
t and
Tra
ditio
nal
Inst
itutio
n. (B
illing
, ove
rspe
ndin
g an
d un
ders
pend
ing)
.
C
apac
itate
mun
icip
aliti
es w
ith
expe
nditu
re o
n ca
pita
l inf
rast
ruct
ure
Mon
itor m
unic
ipal
exp
endi
ture
on
capi
tal i
nfra
stru
ctur
e
M
onito
r the
8%
exp
endi
ture
on
Ope
ratio
ns a
nd M
aint
enan
ce
All m
unic
ipal
ities
with
30
% e
xpen
ditu
re o
n ca
pita
l inf
rast
ruct
ure
Al
l mun
icip
aliti
es w
ith
8% e
xpen
ditu
re o
n O
pera
tions
and
M
aint
enan
ce
Lead
: Mun
icip
al
Fina
nce
Part
ner:
Mun
icip
al
Infra
stru
ctur
e Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
La
ck o
f cap
acity
at
mun
icip
aliti
es.
La
ck o
f sta
bilit
y at
m
unic
ipal
ities
.
Poo
r co-
oper
atio
n fro
m a
ll st
akeh
olde
rs.
A
ssis
t mun
icip
aliti
es to
impl
emen
t R
even
ue R
aisi
ng S
trate
gy
M
onito
r mun
icip
al re
venu
e m
anag
emen
t (ta
riffs
, billi
ng s
yste
m,
debt
col
lect
ion
etc.
)
All m
unic
ipal
ities
with
re
venu
e ra
ised
Le
ad: M
unic
ipal
Fi
nanc
e Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
L
ack
of c
apac
ity a
t m
unic
ipal
ities
.
Lack
of s
tabi
lity
at
mun
icip
aliti
es.
P
oor c
o-op
erat
ion
from
all
stak
ehol
ders
Supp
ort m
unic
ipal
ities
to re
duce
de
bt
All m
unic
ipal
ities
with
de
bt re
duce
d Le
ad: M
unic
ipal
Fi
nanc
e Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
Sou
rce,
pro
duce
and
dis
sem
inat
e up
date
d m
unic
ipal
pro
perty
re
gist
ers
(i.e.
cad
astra
l lay
er w
ith
owne
rshi
p in
form
atio
n); a
nd
anal
ysis
mun
icip
al ra
te d
ata
for
reve
nue
gaps
(whe
re a
pplic
able
)
All m
unic
ipal
ities
with
su
ppor
ted
with
im
plem
enta
tion
of
MPR
A
Lead
: Mun
icip
al
Fina
nce
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
65 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
2. S
tren
gthe
ned
acco
unta
bilit
y of
gov
erna
nce
inst
itutio
ns
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Supp
ort m
unic
ipal
ities
to a
chie
ve
clea
n a
udits
Ens
ure
that
mun
icip
aliti
es a
ddre
ss
all i
ssue
s hi
ghlig
hted
in th
e au
dit
outc
omes
Spe
cial
isat
ion
of s
uppo
rt st
aff t
o m
unic
ipal
ities
e.g
. SC
M, M
PRA,
and
Au
dits
. o
Alig
ning
ski
lls o
f sta
ff to
m
unic
ipal
func
tions
All m
unic
ipal
ities
with
cl
ean
audi
ts
Lead
: Mun
icip
al
Fina
nce
Exte
rnal
St
akeh
olde
rs:
P
rovi
ncia
l Tre
asur
y,
Audi
tor G
ener
al,
Mun
icip
aliti
es
La
ck o
f cap
acity
at
mun
icip
aliti
es.
La
ck o
f sta
bilit
y at
m
unic
ipal
ities
.
Poo
r co-
oper
atio
n fro
m a
ll st
akeh
olde
rs.
Impl
emen
t int
egrit
y m
anag
emen
t pr
ogra
mm
es in
mun
icip
aliti
es
In o
rder
to e
radi
cate
the
inci
denc
es o
f fra
ud w
ithin
Mun
icip
aliti
es th
e fo
llow
ing
need
s to
occ
u r:
M
easu
res
to a
ct a
s a
dete
rren
t- o
Stre
ngth
en d
isci
plin
ary
actio
n in
mun
icip
aliti
es
M
easu
res
to p
reve
nt fr
aud
o S
yste
ms
and
cont
rols
put
in
plac
e fo
r ear
ly d
etec
tion
of
fraud
Edu
catio
n-
o C
reat
ing
awar
enes
s w
ithin
m
unic
ipal
ities
No
inci
denc
e of
frau
d in
mun
ici p
aliti
es
Lead
: Mun
icip
al
Fina
nce
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
In
adeq
uate
repo
rting
on
mal
adm
inis
tratio
n, fr
aud
and
corru
ptio
n by
st
akeh
olde
rs.
P
oliti
cal i
nter
fere
nce.
Mon
itorin
g, E
valu
atio
n &
R
epor
ting
Su
ppor
t mun
icip
aliti
es to
est
ablis
h an
effe
ctiv
e pe
rform
ance
m
anag
emen
t sys
tem
to e
nsur
e va
lue
for m
oney
All m
unic
ipal
ities
ha
ve e
ffect
ive
perfo
rman
ce
Lead
: Mun
icip
al
Perfo
rman
ce
La
ck o
f cap
acity
at
mun
icip
aliti
es.
66 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
2. S
tren
gthe
ned
acco
unta
bilit
y of
gov
erna
nce
inst
itutio
ns
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
man
agem
ent
syst
ems
Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
La
ck o
f sta
bilit
y at
m
unic
ipal
ities
.
Poor
co-
oper
atio
n fro
m
stak
ehol
ders
.
Sup
port
mun
icip
aliti
es to
enh
ance
th
e ov
ersi
ght r
ole
of c
ounc
illors
in
asse
ssin
g th
e pe
rform
ance
of
adm
inis
tratio
n
All m
unic
ipal
ities
ev
alua
ted
on
adm
inis
trativ
e pe
rform
ance
and
re
com
men
datio
n im
plem
ente
d
Lead
: Mun
icip
al
Perfo
rman
ce
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
3. Im
prov
ed d
ecis
ion
mak
ing
of m
unic
ipal
ities
thro
ugh
citiz
en p
artic
ipat
ion
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Impr
ove
cons
ulta
tion,
co
mm
unic
atio
n an
d fe
edba
ck in
m
unic
ipal
ities
and
Tra
ditio
nal
Cou
ncils
.
As
sist
mun
icip
aliti
es to
enh
ance
co
mm
unity
eng
agem
ent
proc
esse
s/pl
ans
(incl
udin
g ho
tspo
rts).
Mon
itor C
ounc
illors
repo
rting
bac
k to
thei
r con
stitu
ents
All m
unic
ipal
ities
re
ports
bac
k to
thei
r co
mm
uniti
es (1
per
qu
arte
r )
Lead
: Pub
lic
Parti
cipa
tion
Part
ners
: Mun
icip
al
Gov
erna
nce
and
Adm
inis
tratio
n
La
ck o
f sta
bilit
y at
m
unic
ipal
ities
.
Lack
of c
apac
ity a
t m
unic
ipal
ities
with
rega
rd to
th
e de
velo
pmen
t of W
ard
Bas
ed P
lans
.
67 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
3. Im
prov
ed d
ecis
ion
mak
ing
of m
unic
ipal
ities
thro
ugh
citiz
en p
artic
ipat
ion
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
Po
or c
o-op
erat
ion
from
all
stak
ehol
ders
.
Polit
ical
inte
rfere
nce.
St
reng
then
func
tiona
lity
of W
ard
Com
mitt
ees .
Supp
ort m
unic
ipal
ities
in im
prov
ing
the
func
tiona
lity
of W
ard
Com
mitt
ees
as p
er M
unic
ipal
St
ruct
ures
/Sys
tem
s A
ct
All m
unic
ipal
ities
with
fu
nctio
nal W
ard
Com
mitt
ees
Lead
: Pub
lic
Parti
cipa
tion
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
Stre
ngth
en W
ard
Base
d Pl
anni
ng.
A
ssis
t mun
icip
aliti
es to
alig
n bu
dget
w
ith th
e co
mm
unity
nee
ds
All m
unic
ipal
ities
with
W
ard
Bas
ed P
lans
al
igne
d to
the
IDP
Lead
: Pub
lic
Parti
cipa
tion
Part
ners
: ID
P C
o-or
dina
tion
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
Ear
ly w
arni
ng s
yste
ms
to re
duce
se
rvic
e de
liver
y pr
otes
ts.
As
sist
mun
icip
aliti
es to
enh
ance
en
gage
men
t of s
take
hold
ers
and
to
prov
ide
cons
tant
feed
back
in o
rder
to
redu
ce s
ervi
ce d
eliv
ery
prot
ests
All m
unic
ipal
ities
are
w
ithou
t ser
vice
de
liver
y pr
otes
ts
Lead
: Pub
lic
Parti
cipa
tion
Part
ners
: Mun
icip
al
Gov
erna
nce
and
Adm
inis
tratio
n Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
68 | P a g e
14. PROGRAMME THREE: DEVELOPMENT AND PLANNING Programme Purpose The purpose of this Programme is to support infrastructure development, economic growth and informed planning; and to manage, co-ordinate and support disaster- prevention and mitigation. It consists of seven sub-programmes namely; Spatial Planning, Local Economic Development, Integrated Development Plan, Land Use Management, Development Information Services, Municipal Infrastructure and Disaster Management. The services under this programme are as follows: To support the development of spatial development frameworks; To manage and coordinate municipal infrastructure development; To coordinate provincial disaster management; To coordinate local economic development within Local Governance Institutions; and To coordinate municipal IDP process.
69 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
1. I
mpr
oved
cap
acity
of p
oliti
cal a
nd a
dmin
istr
ativ
e go
vern
ance
in m
unic
ipal
ities
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Impr
ove
the
resp
onse
tim
e fo
r pr
oces
sing
of d
evel
opm
ent
appl
icat
ions
Su
ppor
t mun
icip
aliti
es to
mee
t the
tim
e no
rms
for p
roce
ssin
g of
de
velo
pmen
t app
licat
ions
80%
of d
evel
opm
ent
appl
icat
ions
pr
oces
sed
with
in ti
me
norm
s
Lead
: Lan
d U
se
Man
agem
ent
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
In
effe
ctiv
e m
anag
emen
t of
disp
ute
on la
nd b
ound
arie
s
Lack
of s
kille
d pe
rson
nel a
t m
unic
ipal
ities
.
Rev
ive
and
activ
ate
supp
ort o
f T r
aditi
onal
Inst
itutio
n to
pro
mot
e so
cio-
econ
omic
pro
gram
mes
Su
ppor
t Tra
ditio
nal C
ounc
ils w
ith
the
surv
ey o
f 100
hec
tare
s of
land
fo
r agr
icul
tura
l use
All T
radi
tiona
l C
ounc
ils h
ave
100
hect
ares
of l
and
surv
eyed
for
agric
ultu
ral u
se
Lead
: Lan
d U
se
Man
agem
ent
Part
ners
: Tra
ditio
nal
Land
Adm
inis
tratio
n
Exte
rnal
St
akeh
olde
rs:
Trad
ition
al C
ounc
ils,
Pro
vinc
ial H
ouse
, Loc
al
Hou
ses
70 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
3. Im
prov
ed d
ecis
ion
mak
ing
of m
unic
ipal
ities
thro
ugh
citiz
en p
artic
ipat
ion
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Co-
ordi
natio
n of
inte
rfaith
to
prom
ote
soci
al c
ohes
ion
and
natio
n bu
ildin
g
E
stab
lish
and
supp
ort T
radi
tiona
l an
d In
terfa
ith L
eade
rshi
p Fo
rum
s at
D
istri
ct le
vels
o
An in
augu
ral D
istri
ct In
terfa
ith
Foru
m la
unch
/sum
mit
wou
ld b
e st
aged
to e
xplo
re th
e sp
iritu
al
and
tradi
tiona
l div
ersi
ty o
f the
D
istri
ct a
nd o
pen
a di
alog
ue o
n th
e qu
estio
ns o
f bel
ief,
mea
ning
and
val
ues.
P
artic
ipan
ts w
ould
be
Amak
hosi
, Izi
ndun
a, T
radi
tiona
l H
eale
rs, O
sonk
ondl
o (iz
inyo
si),m
aska
ndi a
rtist
s,
gosp
el s
inge
rs a
nd o
ther
arti
sts
who
mak
e an
d se
ll ar
twor
ks.
In
terfa
ith c
alen
dar t
o be
im
plem
ente
d an
d m
onito
red
at
a di
stric
t lev
el
All D
istri
ct F
orum
s fu
nctio
nal
Lead
: LED
Pa
rtne
r: D
epar
tmen
tal
Pro
gram
mes
Ex
tern
al
Stak
ehol
ders
: Tr
aditi
onal
Cou
ncils
, P
rovi
ncia
l Hou
se, L
ocal
H
ouse
s, M
unic
ipal
ities
Bu
dget
ary
cons
train
ts.
71 |
Pa
ge
STR
ATE
GIC
GO
AL
3. In
crea
sed
econ
omic
opp
ortu
nitie
s
STR
ATE
GIC
OB
JEC
TIVE
3.
1. S
tren
gthe
ned
sect
oral
dev
elop
men
t
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Co-
ordi
natio
n of
pub
lic a
nd
priv
ate
stak
ehol
ders
to d
rive
econ
omic
pot
entia
l in
each
di
stric
t
E
stab
lish
Dis
trict
Age
ncie
s to
driv
e LE
D a
nd In
vest
men
t
Prov
ide
Supp
ort t
o in
form
al
econ
omy
10 D
istri
ct A
genc
ies
esta
blis
hed
to d
rive
LED
Lead
: LED
Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
and
D
istri
ct A
genc
ies
La
ck o
f co-
oper
atio
n fro
m
stak
ehol
ders
.
STR
ATE
GIC
GO
AL
3. In
crea
sed
econ
omic
opp
ortu
nitie
s
STR
ATE
GIC
OB
JEC
TIVE
3.
2. Im
prov
ed g
over
nmen
t led
job
crea
tion
prog
ram
mes
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Cre
ate
empl
oym
ent o
ppor
tuni
ties
thro
ugh:
Cor
ridor
Dev
elop
men
t
Sm
all T
own
Reh
abilit
atio
n
M
aint
ain
EPW
P an
d C
WP
em
ploy
men
t opp
ortu
nitie
s
4000
em
ploy
men
t op
portu
nitie
s cr
eate
d th
roug
h E
PWP
incl
usiv
e of
all
sect
ors
Lead
: EPW
P Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
and
im
plem
entin
g ag
ents
C
WP
budg
et u
nder
spen
t by
the
impl
emen
ting
agen
ts.
Po
or p
erfo
rman
ce o
f ta
rget
ed m
unic
ipal
ities
due
to
lack
of c
apac
ity.
In
adeq
uate
bud
get.
30
500
em
ploy
men
t op
portu
nitie
s m
aint
aine
d th
roug
h
Lead
: CW
P Ex
tern
al
Stak
ehol
ders
:
72 |
Pa
ge
STR
ATE
GIC
GO
AL
3. In
crea
sed
econ
omic
opp
ortu
nitie
s
STR
ATE
GIC
OB
JEC
TIVE
3.
2. Im
prov
ed g
over
nmen
t led
job
crea
tion
prog
ram
mes
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
CW
P in
clus
ive
of a
ll se
ctor
s M
unic
ipal
ities
and
im
plem
entin
g ag
ents
Impl
emen
t a s
trate
gy fo
r new
tow
n de
velo
pmen
t e.g
. Ndu
mo,
Em
adla
ngen
i o
Urb
an D
evel
opm
ent
Fram
ewor
ks
Sh
ape
and
desi
gn
Ta
rget
ed p
ublic
/priv
ate
sect
or
inve
stm
ent
P
hase
d de
velo
pmen
t ap
proa
ch
In
crea
sed
popu
latio
n de
nsity
Dev
elop
men
t and
impl
emen
tatio
n of
ke
y co
rrido
r dev
elop
men
t pla
ns
Cor
ridor
dev
elop
men
t pl
ans
and
new
tow
n de
v elo
pmen
t st
rate
gies
Im
plem
ente
d
Lead
: LED
Pa
rtne
r: S
patia
l, LU
MS
St
akeh
olde
rs: R
DLR
P
oor e
xpen
ditu
re o
f fin
anci
al re
sour
ce a
lloca
tion
by m
unic
ipal
ities
.
Non
-coo
pera
tion
and
com
mitm
ent o
f sta
keho
lder
s
Poo
r pla
nnin
g by
st
akeh
olde
rs
In
abilit
y to
impl
emen
t
E
stab
lish
agri-
hubs
/fres
h pr
oduc
e m
arke
t fac
ilitie
s al
igne
d to
the
inst
itutio
nal m
arke
t (sc
hool
s,
hosp
itals
and
pris
ons)
10 D
istri
cts
with
agr
i-hu
bs/fr
esh
prod
uce
mar
ket f
acilit
ies
alig
ned
to th
e in
stitu
tiona
l mar
ket
(sch
ools
, hos
pita
ls a
nd
pris
ons)
Lead
: LED
Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
73 |
Pa
ge
STR
ATE
GIC
GO
AL
3. In
crea
sed
econ
omic
opp
ortu
nitie
s
STR
ATE
GIC
OB
JEC
TIVE
3.
2. Im
prov
ed g
over
nmen
t led
job
crea
tion
prog
ram
mes
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Im
plem
ent t
he L
ocal
Eco
nom
ic
Dev
elop
men
t pro
ject
s in
line
with
m
unic
ipal
LED
stra
tegi
es
o Fo
rmal
and
info
rmal
sec
tor
50 m
unic
ipal
ities
im
plem
entin
g LE
D
plan
s.
Lead
: LED
Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
R
eviv
e an
d ac
tivat
e su
ppor
t of
Trad
ition
al In
stitu
tion
to p
rom
ote
soci
o -ec
onom
ic p
rogr
amm
es.
E
stab
lish
deve
lopm
ent s
uppo
rt in
itiat
ives
in tr
aditi
onal
com
mun
ities
to
ena
ble
deve
lopm
ent
Trad
ition
al In
stitu
tion
supp
orte
d to
pro
mot
e so
cio -
econ
omic
pr
ogra
mm
es
Lead
: LED
Pa
rtne
r: T
radi
tiona
l La
nd A
dmin
istra
tion,
R
DF
Exte
rnal
St
akeh
olde
rs:
Trad
ition
al C
ounc
ils,
Pro
vinc
ial H
ouse
, Lo
cal H
ouse
s
La
ck o
f co-
oper
atio
n fro
m
stak
ehol
ders
.
74 |
Pa
ge
STR
ATE
GIC
GO
AL
4. S
tren
gthe
ned
deliv
ery
of B
asic
ser
vice
s
STR
ATE
GIC
OB
JEC
TIVE
4.
1. Im
prov
ed c
o-or
dina
tion
of s
ervi
ce d
eliv
ery
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Co-
ordi
nate
ser
vice
del
iver
y ut
ilisin
g IG
R F
ora
Fu
nctio
nalit
y of
IGR
For
a to
pr
omot
e co
-ord
inat
ion
of s
ervi
ce
deliv
ery
Coo
rdin
ated
pla
nnin
g fo
r ser
vice
del
iver
y
Lead
: Mun
icip
al
Infra
stru
ctur
e Pa
rtne
r: IG
R
Exte
rnal
Sta
keho
lder
s:
Dep
artm
ent o
f Wat
er
Affa
irs, E
skom
, m
unic
ipal
ities
N
on-fu
nctio
nal P
roje
ct
Inad
equa
te F
inan
ces
La
ck o
f par
ticip
atio
n be
twee
n s t
akeh
olde
rs.
B
usin
ess
plan
s no
t in
line
with
pro
ject
co
mpl
etio
n pr
ogra
mm
e.
In
com
pete
nt c
ontra
ctor
s.
Co-
ordi
nate
with
Dep
artm
ent o
f W
ater
Affa
irs a
nd S
anita
tion
for
the
roll
out o
f 75
litre
s of
wat
er
per p
erso
n pe
r day
C
o-or
dina
te w
ith D
WAS
for t
he ro
ll ou
t of 7
5 lit
res
of w
ater
per
per
son
per d
ay.
Mon
itor t
he im
plem
enta
tion
of 7
5 lit
res
of w
ater
per
per
son
per d
ay
1000
Cub
ic m
etre
s pe
r cap
ita p
er y
ear
avai
labl
e
Lead
: Mun
icip
al
Infra
stru
ctur
e Ex
tern
al S
take
hold
ers:
D
epar
tmen
t of
Wat
er
Affa
irs, m
unic
ipal
ities
Po
or c
o-op
erat
ion
from
all
stak
ehol
ders
.
The
deliv
ery
of th
ese
serv
ices
is d
epen
dent
on
exte
rnal
sta
keho
lder
s.
60
% w
ater
ser
vice
sy
stem
s in
bal
ance
(s
uppl
y an
d de
man
d ba
lanc
e)
Lead
: Mun
icip
al
Infra
stru
ctur
e Ex
tern
al S
take
hold
ers:
D
epar
tmen
t of
Wat
er
Affa
irs, m
unic
ipal
ities
R
750
milli
on v
alue
of
deve
lopm
ent/r
ezon
ing
appl
icat
ions
not
ap
prov
ed d
ue to
bul
k w
ater
and
effl
uent
co
nstra
ints
Lead
: Mun
icip
al
Infra
stru
ctur
e Ex
tern
al S
take
hold
ers:
D
epar
tmen
t of W
ater
Af
fairs
, mun
icip
aliti
es
75 |
Pa
ge
STR
ATE
GIC
GO
AL
4. S
tren
gthe
ned
deliv
ery
of B
asic
ser
vice
s
STR
ATE
GIC
OB
JEC
TIVE
4.
1. Im
prov
ed c
o-or
dina
tion
of s
ervi
ce d
eliv
ery
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
100%
of h
ouse
hold
s w
ith a
cces
s to
75
litre
s of
wat
er p
er
pers
on p
er d
ay
Lead
: Mun
icip
al
Infra
stru
ctur
e Ex
tern
al S
take
hold
ers:
D
epar
tmen
t of
Wat
er
Affa
irs ,
mun
icip
aliti
es,
35%
of h
ouse
hold
s w
ith y
ard
wat
er
conn
ectio
ns
Lead
: Mun
icip
al
Infra
stru
ctur
e Ex
tern
al S
take
hold
ers:
D
epar
tmen
t of
Wat
er
Affa
irs, m
unic
ipal
ities
, 10
0% o
f hou
seho
lds
with
san
itatio
n to
MIG
st
anda
rds
Lead
: Mun
icip
al
Infra
stru
ctur
e
Exte
rnal
Sta
keho
lder
s:
Mun
icip
aliti
es
Ado
pt a
hol
istic
app
roac
h to
se
rvic
e de
liver
y to
add
ress
pr
ovis
ion
of n
ew a
s w
ell a
s th
e op
erat
ion,
mai
nten
ance
and
up
grad
e of
exi
stin
g in
frast
ruct
ure
(thro
ugh
the
deve
lopm
ent o
f U
APs)
Su
ppor
t mun
icip
aliti
es in
im
plem
entin
g op
erat
ions
and
m
aint
enan
ce p
lans
All m
unic
ipal
ities
ha
ve 8
% o
f bud
gets
al
loca
ted
and
spen
t on
ope
ratio
ns a
nd
mai
nten
ance
Lead
: Mun
icip
al
Infra
stru
ctur
e
Exte
rnal
Sta
keho
lder
s:
Mun
icip
aliti
es,
Part
ner:
Mun
icip
al
Fina
nce
N
on-fu
nctio
nal P
roje
ct
Inad
equa
te F
inan
ces
La
ck o
f par
ticip
atio
n be
twee
n st
akeh
olde
rs.
Su
ppor
t mun
icip
aliti
es in
im
plem
entin
g in
frast
ruct
ure
plan
s Al
l mun
icip
aliti
es w
ith
100%
exp
endi
ture
on
Lead
: Mun
icip
al
Infra
stru
ctur
e
76 |
Pa
ge
STR
ATE
GIC
GO
AL
4. S
tren
gthe
ned
deliv
ery
of B
asic
ser
vice
s
STR
ATE
GIC
OB
JEC
TIVE
4.
1. Im
prov
ed c
o-or
dina
tion
of s
ervi
ce d
eliv
ery
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
St
reng
then
the
capa
city
of
mun
icip
aliti
es to
effi
cien
tly d
eliv
er
infra
stru
ctur
e se
rvic
es a
s pe
r re
quire
d st
anda
rds
Est
ablis
h an
d m
aint
ain
appr
opria
te
tech
nica
l cap
acity
at m
unic
ipal
leve
l
Impr
ove
Dep
artm
enta
l tec
hnic
al
capa
city
to re
spon
d to
pro
vinc
ial
and
mun
icip
al s
ervi
ce d
eliv
ery
mat
ters
capi
tal b
udge
ts (i
ncl
MIG
) Pa
rtne
rs: A
ll D
epar
tmen
tal
Pro
gram
mes
Ex
tern
al S
take
hold
ers:
S
ecto
r dep
artm
ents
B
usin
ess
plan
s no
t in
line
with
pro
ject
com
plet
ion
prog
ram
me.
Inco
mpe
tent
con
tract
ors.
Supp
ort m
unic
ipal
ities
with
im
prov
emen
t in
the
prod
uctio
n an
d su
pply
of e
nerg
y (in
clud
ing
alte
rnat
e en
ergy
).
Su
ppor
t mun
icip
aliti
es to
pro
vide
in
frast
ruct
ure
for t
he s
uppl
y of
en
ergy
.
89%
of h
ouse
hold
s w
ith a
sou
rce
of
elec
trica
l sup
ply.
Lead
: Mun
icip
al
Infra
stru
ctur
e Ex
tern
al S
take
hold
ers:
M
unic
ipal
ities
77 |
Pa
ge
STR
ATE
GIC
GO
AL
5. W
ell I
nteg
rate
d Sp
atia
l Pla
nnin
g Sy
stem
STR
ATE
GIC
OB
JEC
TIVE
5.
1. Im
prov
ed s
patia
l hie
rarc
hy o
f ser
vice
s
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Sup
port
mun
icip
aliti
es to
impr
ove
spat
ial l
ocat
ion
of s
ervi
ces
(gov
ernm
ent,
soci
al a
nd b
asic
) in
lin
e w
ith P
rovi
ncia
l Spa
tial
Pla
nnin
g (g
uide
lines
/fram
ewor
ks
& re
gula
tory
fram
ewor
k)
Al
ign
SDFs
of m
unic
ipal
ities
with
P
rovi
ncia
l Spa
tial P
lann
ing
Gui
delin
es a
nd In
tegr
ated
Urb
an
Dev
elop
men
t Fra
mew
ork
(IUD
F)
o R
efor
ms
to th
e cu
rren
t pl
anni
ng s
yste
m fo
r im
prov
ed
co-o
rdin
atio
n
o D
evel
op a
stra
tegy
for
dens
ifica
tion
of c
ities
and
re
sour
ce a
lloca
tion
to
prom
ote
bette
r loc
ated
ho
usin
g an
d se
ttlem
ents
o
Intro
duce
spa
tial d
evel
opm
ent
fram
ewor
k an
d no
rms,
in
clud
ing
impr
ovin
g th
e ba
lanc
e be
twee
n lo
catio
n of
jo
bs a
nd p
eopl
e; a
nd
o P
rovi
de in
cent
ives
for c
itize
n ac
tivity
for l
ocal
pla
nnin
g an
d de
velo
pmen
t of s
patia
l co
mpa
cts
o Su
ppor
t the
revi
ew o
f the
P
rovi
ncia
l SD
F
o A
ssis
t and
mon
itor m
unic
ipal
im
plem
enta
tion
of P
roje
cts
All m
unic
ipal
SD
Fs
alig
ned
with
Pr
ovin
cial
Spa
tial
Pla
nnin
g G
uide
lines
an
d IU
DF
Lead
: Spa
tial P
lann
ing
Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
La
ck o
f co-
oper
atio
n fro
m
stak
ehol
ders
.
Inve
stm
ent o
f pub
lic
fund
s re
spon
ding
to
Mun
icip
al S
DFs
Lead
: Spa
tial P
lann
ing
Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
.
7 ho
useh
olds
/ha
Incr
ease
in th
e po
pula
tion
dens
ity
with
in d
esig
nate
d de
velo
pmen
t are
as
Lead
: Spa
tial P
lann
ing
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
60%
Spa
tial
Dis
tribu
tion
of H
uman
D
evel
opm
ent I
ndex
(H
DI)
at p
rovi
ncia
l sc
ale
Lead
: Spa
tial P
lann
ing
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
78 |
Pa
ge
STR
ATE
GIC
GO
AL
5. W
ell I
nteg
rate
d Sp
atia
l Pla
nnin
g Sy
stem
STR
ATE
GIC
OB
JEC
TIVE
5.
1. Im
prov
ed s
patia
l hie
rarc
hy o
f ser
vice
s
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
iden
tifie
d in
the
Den
sific
atio
n Fr
amew
orks
Es
tabl
ishm
ent o
f Com
mun
ity
Ser
vice
Cen
tres
(CS
C) i
n K
ey
Nod
es a
ligne
d to
Pro
vinc
ial
Fram
ewor
k
All e
stab
lishe
d C
SCs
func
tiona
l
Lead
: CSC
Pa
rtne
r: S
patia
l Ex
tern
al
S tak
ehol
ders
: M
unic
ipal
ities
P
oor p
erfo
rman
ce b
y th
e Im
plem
entin
g Ag
ent f
or
Infra
stru
ctur
e D
evel
opm
ent
Impl
emen
tatio
n of
SP
LUM
A a
nd
PDA
As
sist
mun
icip
aliti
es in
im
plem
entin
g La
nd U
se
Man
agem
ent S
chem
es a
nd
syst
ems
100%
of t
otal
pr
ovin
cial
ge
ogra
phic
al a
rea
with
Lan
d U
se
Man
agem
ent
Syst
ems
Lead
: Spa
tial P
lann
ing
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es.
La
ck o
f co-
oper
atio
n fro
m
stak
ehol
ders
.
D
evel
opm
ent o
f a s
uite
of p
lans
Al
l mun
icip
aliti
es a
re
impl
emen
ting
the
suite
of p
lan s
Lead
: Spa
tial P
lann
ing
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es
79 |
Pa
ge
STR
ATE
GIC
GO
AL
6. A
dapt
atio
n to
clim
ate
chan
ge
STR
ATE
GIC
OB
JEC
TIVE
6.
1. In
crea
sed
adap
tatio
n to
Clim
ate
Cha
nge
impa
cts.
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Clim
ate
chan
ge to
be
fact
ored
in
to p
lann
ing
and
deve
lopm
ent
proc
esse
s (D
isas
ter S
ecto
r Pla
ns
with
bud
gete
d pr
ogra
mm
es)
In
tern
alis
e D
isas
ter M
anag
emen
t pl
anni
ng in
rele
vant
stru
ctur
es
( Mai
nstre
am d
isas
ter m
anag
emen
t fu
nctio
n w
ithin
rele
vant
st
akeh
olde
rs)
o Fa
cilit
ate
and
assi
st
mun
icip
aliti
es to
fact
or d
isas
ter
man
agem
ent i
n th
e m
unic
ipal
ID
P to
geth
er w
ith b
udge
t. o
Impl
emen
tatio
n of
Dis
aste
r Ris
k R
educ
tion
Pla
ns b
y se
ctor
D
epar
tmen
ts a
nd s
take
hold
ers
All m
unic
ipal
ities
with
di
sast
er m
anag
emen
t fe
atur
ed in
the
IDP
10
0% S
hare
of
deve
lopm
ent
appl
icat
ions
ad
dres
sing
dis
aste
r ris
k m
anag
emen
t (w
here
app
licab
le)
Lead
: D
isas
ter
Man
agem
ent
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es a
nd
se
ctor
dep
artm
ents
La
ck o
f co-
oper
atio
n fro
m
stak
ehol
ders
.
Pol
icy
fram
ewor
ks, p
lans
and
st
rate
gies
to re
duce
risk
s
Im
plem
ent S
easo
nal A
war
enes
s P
rogr
amm
es (i
nclu
ding
risk
redu
ctio
n m
easu
res
for c
limat
e ch
ange
) -
Com
mun
ities
mad
e aw
are
of
pote
ntia
l ris
ks, h
azar
ds a
nd
vuln
erab
ility
Cap
acita
te m
unic
ipal
ities
on
Dis
aste
r R
isk
Man
agem
ent
10 D
istri
cts
and
1 m
etro
mon
itore
d on
th
e im
plem
enta
tion
of
Dis
aste
r Ris
k M
anag
emen
t S t
rate
gy
Lead
: Dis
aste
r M
anag
emen
t Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
and
sect
or d
epar
tmen
ts
La
ck o
f co-
oper
atio
n fro
m
exte
rnal
sta
keho
lder
s (e
.g.
sect
or d
epar
tmen
ts)
impl
emen
ting
proj
ects
Ear
ly W
arni
ng s
yste
ms
Dis
sem
inat
e ea
rly w
arni
ng s
yste
ms,
im
pact
, fre
quen
cy a
nd re
spon
se p
lan
100%
Reg
ular
fo
reca
st o
f an
ticip
ated
impa
cts
of c
limat
e ch
ange
an
d re
spon
se p
lan
Lead
: Dis
aste
r M
anag
emen
t Ex
tern
al
Stak
ehol
ders
:
La
ck o
f inf
orm
atio
n m
anag
emen
t.
La
ck o
f co-
ordi
natio
n &
co
mm
itmen
t by
all r
elat
ed
stak
ehol
ders
.
80 |
Pa
ge
STR
ATE
GIC
GO
AL
6. A
dapt
atio
n to
clim
ate
chan
ge
STR
ATE
GIC
OB
JEC
TIVE
6.
1. In
crea
sed
adap
tatio
n to
Clim
ate
Cha
nge
impa
cts.
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Mun
icip
aliti
es a
nd
se
ctor
dep
artm
ents
D
isas
ter M
onito
ring
(GIS
to re
cord
ev
ents
and
dis
aste
rs w
ith e
arly
w
a rni
ng a
nd e
ffect
iven
ess
ther
eof,
resp
onse
, im
pact
, fre
quen
cy o
f di
sast
ers)
Sha
re o
f eve
nts
with
ea
rly w
arni
ng
syst
ems,
whe
re
affe
cted
par
ties
rece
ived
prio
r w
arni
ng (1
00%
)
Lead
: Dis
aste
r M
anag
emen
t,
Part
ner:
DIS
Ex
tern
al
Stak
ehol
ders
: M
unic
ipal
ities
and
sect
or d
epar
tmen
ts
La
ck o
f inf
orm
atio
n m
anag
emen
t
Lack
of c
o-or
dina
tion
&
com
mitm
ent b
y al
l rel
ated
st
akeh
olde
rs.
STR
ATE
GIC
GO
AL
6. A
dapt
atio
n to
clim
ate
chan
ge
STR
ATE
GIC
OB
JEC
TIVE
6.
2. Im
prov
ed D
isas
ter M
anag
emen
t
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPA
RTM
ENTA
L AC
TIO
NS
FIVE
YEA
R T
ARG
ET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Co-
ordi
nate
inte
rven
tions
and
su
ppor
t thr
ough
Dis
aste
r M
anag
emen
t Ins
titut
iona
l S
truct
ures
E
nsur
e th
at th
e P
rovi
ncia
l and
D
istri
ct D
isas
ter M
anag
emen
t C
entre
s ar
e op
erat
iona
l
Ave
rage
tim
e ta
ken
to re
spon
d to
dis
aste
r ev
ents
( 72
hour
s co
-or
dina
tion
from
the
Dep
artm
ent )
Lead
: D
isas
ter
Man
agem
ent
Exte
rnal
St
akeh
olde
rs:
Mun
icip
aliti
es a
nd
se
ctor
dep
artm
ents
La
ck o
f inf
orm
atio
n m
anag
emen
t
Lack
of c
o-or
dina
tion
&
com
mitm
ent b
y al
l rel
ated
st
akeh
olde
rs
81 | P a g e
15. PROGRAMME FOUR: TRADITIONAL INSTITUTIONAL MANAGEMENT Programme Purpose The programme consists of four sub-programmes, namely; Traditional Institutional Administration, Traditional Resource Administration, Rural Development Facilitation and Traditional Land Administration. The purpose of the programme is to: Restore the dignity of the Institution of Traditional Leadership in KZN Province by providing
establishment, functionality and development support to the Institution; and to, Provide establishment, functionality and development support to the Institution of
Traditional Leadership in KZN province, with the aim of restoring its dignity. The services under this programme are as follows: To provide institutional support to Traditional Institutions Coordinate administrative and operational support to Traditional Houses and Councils To manage and co-ordinate Traditional Institutional development.
82 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
1. I
mpr
oved
cap
acity
of p
oliti
cal a
nd a
dmin
istr
ativ
e go
vern
ance
in m
unic
ipal
ities
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Stab
ilisat
ion
and
stre
ngth
enin
g of
Tr
aditi
onal
Lea
ders
hip
Au
dit s
kills
leve
ls o
f Tra
ditio
nal
Lead
ersh
ip In
stitu
tion
C
apac
itate
Tra
ditio
nal I
nstit
utio
n in
ac
cord
ance
with
the
Prov
inci
al
Cap
acity
Bui
ldin
g S
trate
gy fo
r Tr
aditi
onal
Lea
ders
hip
One
Pro
vinc
ial
Hou
se a
nd e
leve
n Lo
cal H
ouse
s ca
paci
tate
d in
line
w
ith th
e ca
paci
ty
build
ing
stra
tegy
Lead
: Tra
ditio
nal
Res
ourc
e A
dmin
istra
tion
Exte
rnal
St
akeh
olde
rs:
Trad
ition
al C
ounc
ils,
Pro
vinc
ial H
ouse
, Loc
al
Hou
ses
In
crea
sed
num
ber o
f su
cces
sion
dis
pute
s.
C
ourt
case
s.
B
udge
tary
con
stra
ints
. In
adeq
uate
pro
visi
on o
f in
frast
ruct
ure.
Inad
equa
te c
o-op
erat
ion
betw
een
stak
ehol
ders
.
C
reat
e pl
atfo
rms
for s
harin
g tra
ditio
nal c
ultu
res
and
indi
geno
us
know
ledg
e at
pro
vinc
ial a
nd d
istri
ct
leve
ls
100%
of a
ppro
ved
cultu
ral p
latfo
rms
sup p
orte
d
St
reng
then
the
func
tiona
lity
of
Trad
ition
al C
ounc
ils (B
ack
to B
asic
s pr
ogra
mm
e)
All T
radi
tiona
l C
ounc
ils a
re
cate
goris
ed a
s fu
nctio
nal
Lead
: Tra
ditio
nal
Inst
itutio
nal
Adm
inis
tratio
n
Part
ner:
Trad
ition
al
Res
ourc
e A
dmin
istra
tion,
R
ural
Dev
elop
men
t Fa
cilit
atio
n an
d Tr
aditi
onal
Fin
ance
Ex
tern
al
Stak
ehol
ders
: Tr
aditi
onal
Cou
ncils
, P
rovi
ncia
l Hou
se, L
ocal
H
ouse
s
83 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
1. I
mpr
oved
cap
acity
of p
oliti
cal a
nd a
dmin
istr
ativ
e go
vern
ance
in m
unic
ipal
ities
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Su
ppor
t mun
icip
aliti
es in
impr
ovin
g pa
rtici
patio
n of
Tra
ditio
nal L
eade
rs
at m
unic
ipal
leve
l (Se
ctio
n 81
)
Esta
blis
hmen
t of I
GR
Stru
ctur
es o
n Tr
aditi
onal
Affa
irs
Es
tabl
ish
partn
ersh
ips
in tr
aditi
onal
co
mm
uniti
es to
ena
ble
deve
lopm
ent
Trad
ition
al L
eade
rs
are
parti
cipa
ting
in 5
8 m
unic
ipal
ities
11
Loc
al H
ouse
s su
ppor
ted
on th
e es
tabl
ishm
ent o
f pa
rtner
ship
s
Lead
: Rur
al
Dev
elop
men
t Fa
cilit
atio
n Pa
rtne
r: IG
R
Exte
rnal
St
akeh
olde
rs:
Trad
ition
al C
ounc
ils,
Pro
vinc
ial H
ouse
, Loc
al
Hou
ses,
Mun
icip
aliti
es
Pro
mot
ion
of c
ultu
ral a
nd
cust
omar
y w
ay o
f life
whi
ch
conf
orm
s to
the
Bill
of R
ight
s,
Con
stitu
tiona
l and
dem
ocra
tic
prin
cipl
es
To
enh
ance
trad
ition
al in
stitu
tiona
l go
vern
ance
by
supp
ortin
g Tr
aditi
onal
Inst
itutio
n in
the
appl
icat
ion
of a
ppro
pria
te
legi
s lat
ion,
pol
icie
s an
d fra
mew
orks
Cul
tura
l and
cu
stom
ary
prog
ram
mes
pr
omot
ed in
the
Inst
itutio
n of
Tr
aditi
onal
Le
ader
ship
and
in
our c
omm
uniti
es
Lead
: Tra
ditio
nal
Inst
itutio
nal
Adm
inis
tratio
n Ex
tern
al
Stak
ehol
ders
: Tr
aditi
onal
Cou
ncils
, P
rovi
ncia
l Hou
se, L
ocal
H
ouse
s
D
evel
op a
pla
n to
war
ds th
e es
tabl
ishm
ent o
f a le
arni
ng in
stitu
te
for T
radi
tiona
l Lea
ders
.
Lear
ning
inst
itute
for
Trad
ition
al L
eade
rs
esta
blis
hed
84 |
Pa
ge
STR
ATE
GIC
GO
AL
2. S
tren
gthe
ned
Gov
erna
nce
STR
ATE
GIC
OB
JEC
TIVE
2.
1. I
mpr
oved
cap
acity
of p
oliti
cal a
nd a
dmin
istr
ativ
e go
vern
ance
in m
unic
ipal
ities
STR
ATE
GIC
INTE
RVE
NTI
ON
S D
EPAR
TMEN
TAL
ACTI
ON
S FI
VE Y
EAR
TAR
GET
LEAD
C
O-O
RD
INAT
OR
S,
PAR
TNER
S &
EX
TER
NAL
ST
AKEH
OLD
ERS
LIM
ITAT
ION
S
Impl
emen
tatio
n of
pol
icie
s,
legi
slat
ion
and
regu
latio
ns
tow
ards
tran
sfor
mat
ion
and
regu
latio
n of
the
sect
or.
To
enh
ance
trad
ition
al in
stitu
tiona
l go
vern
ance
by
supp
ortin
g Tr
aditi
onal
Inst
itutio
n in
the
appl
icat
ion
of a
ppro
pria
te
legi
slat
ion,
pol
icie
s an
d f ra
mew
orks
Impl
emen
tatio
n of
the
Trad
ition
al
Lead
ersh
ip A
ct
Lead
: Tra
ditio
nal
Inst
itutio
nal
Adm
inis
tratio
n Ex
tern
al
Stak
ehol
ders
: Tr
aditi
onal
Cou
ncils
, P
rovi
ncia
l Hou
se, L
ocal
H
ouse
s
R
esis
tanc
e fro
m th
e In
stitu
tion
of T
radi
tiona
l Le
ader
ship
.
85 |
Pa
ge
PA
RT
C: L
INK
S TO
OTH
ER P
LAN
S 16
. LIN
KS
TO T
HE
LON
G T
ERM
INFR
AST
RU
CTU
RE
AN
D O
THER
CA
PITA
L PL
AN
S
Tabl
e X"
Link
s to
long
-ter
m in
fras
truc
ture
pla
n
Star
tFi
nish
1. N
ew a
nd re
plac
emen
t ass
ets (
R th
ousa
nds)
1Im
izi Y
esiz
we
Trad
ition
al In
stitu
tiona
l Man
agem
ent
Vario
usHo
uses
for A
mak
hosi
5691
320
07/0
8O
ngoi
ng2
Ngw
enya
Com
mun
ity S
ervi
ce C
entr
e Gr
ade
2De
velo
pmen
t and
Pla
nnin
gJo
zini
Com
mun
ity S
ervi
ce C
entr
e: G
rade
21
CSC
cons
truc
ted
7264
3032
26/2
/201
430
/11/
2014
3Xu
lu C
omm
unity
Ser
vice
Cen
tre
Grad
e 2
Deve
lopm
ent a
nd P
lann
ing
Abaq
ulus
iCo
mm
unity
Ser
vice
Cen
tre:
Gra
de 2
1 CS
C co
nstr
ucte
d69
2396
130
/7/2
014
22/0
3/20
154
Biye
la C
omm
unity
Ser
vice
Cen
tre
Grad
e 2
Deve
lopm
ent a
nd P
lann
ing
Umla
lazi
Com
mun
ity S
ervi
ce C
entr
e: G
rade
21
CSC
cons
truc
ted
7199
1436
26/2
/201
422
/01/
2015
5Bu
lwer
Com
mun
ity S
ervi
ce C
entr
e Gr
ade
1De
velo
pmen
t and
Pla
nnin
gIn
gwe
Com
mun
ity S
ervi
ce C
entr
e: G
rade
11
CSC
cons
truc
ted
1400
00
22/0
9/20
1422
/09/
2015
6M
atim
atol
o Co
mm
unity
Ser
vice
Cen
tre
Grad
e De
velo
pmen
t and
Pla
nnin
gUm
voti
Com
mun
ity S
ervi
ce C
entr
e: G
rade
21
CSC
cons
truc
ted
8000
030
/09/
2014
30/0
9/20
157
Amah
lubi
Com
mun
ity S
ervi
ce C
entr
e Gr
ade
2De
velo
pmen
t and
Pla
nnin
gM
baba
zane
Com
mun
ity S
ervi
ce C
entr
e: G
rade
21
CSC
cons
truc
ted
8000
030
/09/
2014
30/0
9/20
158
New
Com
mun
ity S
ervi
ce C
entr
es G
rade
2De
velo
pmen
t and
Pla
nnin
gVa
rious
Com
mun
ity S
ervi
ce C
entr
e: G
rade
22
CSCs
cons
truc
ted
1600
00
30/4
/201
530
/4/2
016
9N
ew C
omm
unity
Ser
vice
Cen
tres
Gra
de 1
Deve
lopm
ent a
nd P
lann
ing
Emad
lang
eni
Com
mun
ity S
ervi
ce C
entr
e: G
rade
11
CSC
cons
truc
ted
supp
ortin
g Ag
ri-Vi
llage
1500
00
30/4
/201
530
/4/2
016
10N
ew C
omm
unity
Ser
vice
Cen
tres
Gra
de 2
Deve
lopm
ent a
nd P
lann
ing
Vario
usCo
mm
unity
Ser
vice
Cen
tre:
Gra
de 2
2 CS
Cs co
nstr
ucte
d18
000
030
/4/2
016
30/4
/201
711
New
Com
mun
ity S
ervi
ce C
entr
es G
rade
1De
velo
pmen
t and
Pla
nnin
gBi
g Fi
ve F
alse
Bay
Com
mun
ity S
ervi
ce C
entr
e: G
rade
11
CSC
cons
truc
ted
1700
00
30/9
/201
630
/9/2
017
Tota
l new
and
repl
acem
ent a
sset
s2,
Mai
nten
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Out
puts
86 | P a g e
17. CONDITIONAL GRANTS
Name of grant GIS and business intelligence integration and maintenance
Purpose Supporting UMgungundlovu District Municipality to undertake spatial data verification and modelling of water reticulation database
Performance indicator
Water reticulation assets verified and translated into an intelligent spatial database which is integrated with UMgungundlovu District Municipality Water Department business operations consumers, billing, asset maintenance and repairs.
Continuation 2014/2015 & 2015/2016
Motivation
UMgungundlovu District Municipality is co-funding this project in 2014/2015 and due to limited financial resources this project will be predominantly a desktop exercise as oppose to field data verification throughout the municipal jurisdiction. In view of the limitation, more comprehensive field verification may be undertaking in 2015/2016.
Name of grant New establishment and operational support for Community Service Centres (CSCs)
Purpose To support municipalities with the construction and operational functionality of CSCs
Performance indicator 1. Number of CSCs with improved functionality 2. Number of CSCs constructed
Continuation Continued
Motivation
1. Municipalities currently face financial challenges towards adequately financing the operations and maintenance of CSCs due to budgets in the main being used for basic infrastructure. In addition the finalisation of lease agreements with government tenants at CSCs is a long winded process which negatively affects municipal revenue collection.
2. To inculcate a sense of ownership of CSCs by Municipalities, which contributes to the functional sustainability of such centres, the Department will provide grant funding to Municipalities for the construction of new CSCs guided by the PGDS and CSC Spatial Establishment Frameworks. CSCs will form part of municipal assets. In addition it should be noted that current and future MIG funding is directed in the main to Bulk and Basic Infrastructure.
87 | P a g e
Name of grant Massification programme
Purpose Accelerate municipal infrastructure service delivery by funding short term and high impact projects, which in turn address backlogs within the KZN province.
Performance indicator
1.Number of municipalities with a reduction in infrastructure services backlogs 2.Percentage of households with sanitation to MIG standards 3.Percentage of households with a source of electrical supply 4.Percentage of households with yard water connections
Continuation It is recommended that the grant programme be continued
Motivation
There continues to be a high demand for financial support from municipalities in addressing service delivery backlogs especially in areas of greatest need. KZN cabinet has since identified priority hotspot municipalities that would need funding to accelerate access to water, sanitation and electricity- the Massification grant would be for this purpose.
Name of grant Development Planning Shared Services
Purpose
The DPSS was initiated in order to build and sustain the development planning capacity in municipalities, which would then result in an enhanced implementation of the Planning and Development Act, 2008 (Act 6 of 2008) (PDA
Performance indicator Give at least one performance indicator that measures performance in relation to the above purpose this indicator statement must be SMART
Continuation 6 years : 2011 - 2016
Motivation State the motivation for continuing or discontinuing the grant programme
Name of grant Small Town Rehabilitation programme
Purpose
To support municipalities in the implementation of business expansion and retention strategies through rehabilitation of critical rural nodes to make the towns more conducive for local economic development
Performance indicator Number of new businesses established Number of building plans approved for new business and expansion of existing business
Continuation The support to municipalities will continue in the MTEF
Motivation
The rehabilitation requirements for infrastructure in the small rural nodes has not yet been fulfilled and more funding is required to implement ongoing programmes as well as commencing with new towns where plans have been finalised informing the long term vision of the towns
88 | P a g e
Name of grant Corridor Development programme
Purpose
The Corridor Development Programme is the vehicle of ensuring service delivery whilst activating the economies of the identified areas. On the other hand due to its labour intensity, the programme is used as a means of creating jobs. It is currently used to create both short and long term job opportunities.
Performance indicator
Number of Corridor plans prepared Number of catalytic projects supported to successful implementation. Number of strategic infrastructure projects facilitated for implementation in priority nodes and corridors Number of urban renewal framework plans supported for implementation Number of green initiative projects facilitated in response to climatic change Number of districts supported to establish agri-hubs/ fresh produce market facilities aligned to the school nutrition programme
Continuation The support to municipalities will continue in the MTEF
Motivation
The nodes that have been identified for support still require funding for the successful completion of the projects. These projects are in the with the SIP2 and N3 Corridor development plans which are aimed at long term growth and development of the nodes, in order to facilitate economic activity.
Name of grant Disaster Management
Purpose
To support the District Disaster Management Centres for proper co-ordination of disaster management at a municipal level. Through grant transfers, we monitor grant usage and ensure that business plan deliverables are met
Performance indicator Number of district disaster management centres supported with establishment
Continuation The grant programme to continue throughout the Strategic Plan period
Motivation
The PDMC is responsible for ensuring that there is proper co-ordination of disaster management in the province. As part of this coordination, it has to ensure that all municipalities to adhere to Section 43 (1) and (2) of the Disaster Management Act 57 of 2002 relating to the establishment of functional municipal Disaster Management Centres. Having functional disaster management centres ensures that there is coordination of resources especially during incidents and / disasters as the centres serve as the JOC (Joint Operations Centres) for prompt response and coordination of immediate relief measures.
89 | P a g e
Name of grant Sustainable Living
Purpose To establish partnerships with various stakeholders for the identification, development, and promotion of Adaptation and Mitigation of Climate Change (AMCC) Projects
Performance indicator Percentage of IDPs incorporating adaptation and mitigation.
Continuation Ongoing
Motivation Adaptation to climate change
Name of grant uMhlathuze Water
Purpose To provide capital finance for the provision of water and sanitation services.
Performance indicator Percentage of households with access to water and sanitation.
Continuation Ongoing
Motivation To support the improvement in the production and supply of water and sanitation
18. PUBLIC ENTITIES The Department does not have any public entities under its control. 19. PUBLIC-PRIVATE PARTNERSHIPS The Department has not entered into any public-private partnerships.
