ANNUAL PERFORMANCE PLAN 2017/18

1 ANNUAL PERFORMANCE PLAN2017/18 Des Van Rooyen, MPMinister s ForewordDepartment of Cooperative Governance We are committed to ensuring that considerable progress is made in achieving an accountable local government We commemorated the 20th anniversary of the adoption of our Constitution in 2016. This important framework of our democracy continues to guide us towards achieving our objectives, as outlined in the National Development plan (NDP). As South Africans, we can stand proud of our achievements in ensuring a peaceful political settlement and should be inspired to continue to embrace and promote constitutional rights and values. Our democratic government has made exceptional progress in putting these ideals into practice over the past two decades, especially in the sphere of local government is the sphere of government closest to the people. The notion of a developmental local government, therefore, is important in guiding and ensuring a system that is committed to working with communities to meet their social, economic and material needs sustainably and improving the quality of their lives.

2 Local government in South Africa is developmental, as well as accountable. It is focused on citizen s priorities and capable of delivering high-quality services consistently and sustainably through cooperative governance across government and in partnership with communities, civil society and private sector , municipalities face enormous challenges in meeting developmental needs, addressing service delivery backlogs and problems caused by a lack of resources and planning for a sustainable future. We should ensure that communities are at the centre of our strategies of improving livelihoods as part of our developmental priorities of the Department support the broad policy priorities of the country, which are outlined in the Medium-Term Strategic Framework (MTSF). This developmental vision and the Back-to-Basics (B2B) Approach is implemented through Outcome 9 of the MTSF. The strategic outcome-orientated goals of the Department are the key drivers for transforming the local government system in the period 2017-2020.

3 The programmes listed in the Strategic plan will give effect to these strategic goals over the Medium-Term Expenditure Framework (MTEF). We are committed to ensuring that considerable progress is made in achieving an accountable local government system, improved access to basic services, spatial transformation, a culture of good governance, an employment safety-net and the required capability in disaster risk reduction in the remainder of 2014-2019 MTSF and regulatory measures have been taken to improve institutional management processes and practices in municipalities. Our commitment to these measures will be intensified to improve service delivery capacity and increase the pro-active interaction with communities and responsiveness to their challenging economic climate necessitates a strong focus on improving municipal expenditure and grant management. Going forward, the delivery of quality municipal infrastructure and uninterrupted services remain critical priorities.

4 The adoption of the Integrated Urban Development Framework (IUDF) underpins government s responds to the need for cities and towns to be more inclusive, resource-efficient and friendly live-, work- and play-in environments. The IUDF s re-imagined urban landscape eradicates the apartheid spatial legacy and offers South African towns and cities a Community Work Programme (CWP) has contributed to providing our poorest communities in most of the municipalities across South Africa an employment safety net with cumulative work opportunities. We must continue to upscale this programme, enhance the quality of work outputs and sustain projects disaster coordination remains an important goal. The National Disaster Management Centre must continue to facilitate an integrated and coordinated disaster management system with an emphasis on prevention and mitigation by all organs of state and - ANNUAL PERFORMANCE PlanDepartment of Cooperative Governance2 Giving effect to our strategic goals will take place in conjunction with the implementation of the B2B approach, which is intended to create long-term, meaningful change in our communities.

5 We have achieved much in the 22 years since the dawn of democracy. Together we have redefined the local government sector as one that is responsive and responsible to all our citizens. The Department of Cooperative Governance aims to continue, resiliently, to strengthen and transform the ability of our local government system to improve lives in every community across South VAN ROOYEN, MPEXECUTIVE AUTHORITY2Dr MC Nwaila, Director-General: Acting for DCoGDirector-General s Overview Looking back over the past 16 years of a democratic local government system, we can be proud of what we have achieved. 32017/18 - ANNUAL PERFORMANCE PlanDepartment of Cooperative Governance4 The 2017/18 ANNUAL PERFORMANCE plan (APP) of the Department of Cooperative Governance is presented within the context of an important milestone achieved by local government during the past year. Our 4th, fully democratic local government elections on 3 August 2016 represented significant progress in entrenching democracy in our country.

6 The success of the elections is encouraging and builds on the democratic foundation laid for local government by Government during the past 16 years. The voter turnout in 2016 also exceeded those in past municipal polls, with a significant increase in first-time voters. This was indicative of active citizenship and augurs well for community involvement in the decision-making processes that affect their lives. As we move into the new five-year term for local government, it is important to reiterate Government s commitment to escalating sufficient and quality-driven service delivery to communities. Local government in South Africa is envisaged as democratic and developmental. This progressive vision is contained in the 1996 Constitution, the 1998 White Paper on local government and subsequent local government legislation. The vision recognises local government as the primary arm of Government that interacts with communities to deliver services and infrastructure and promote their growth and development in a manner that advances participation and back over the past 16 years of a democratic local government system, we can be proud of what we have achieved.

7 However, it is important to view our successes against the magnitude of the need for services and existing backlogs, as well as the pressures of population and economic growth. The enormity of the need for service delivery, infrastructure maintenance and economic development defines the important challenges ahead of us. The National Development plan (NDP): Vision for 2030, rightly identifies poverty, inequality and unemployment as significant obstacles to development. The NDP rightly identifies the effectiveness of local government as pivotal to attaining specific development priorities, such as local economic both the achievements and challenges of the local government system, the 2017/18 APP outlines our key medium-term deliverables in pursuing our main objective as stated in Outcome 9: creating a responsive, accountable, effective and efficient developmental local government system. The Department will utilise its allocation of billion for the 2017/18 financial year to support the implementation of B2B interventions, as well as the objectives outlined in this and transforming the local government system through Government s B2B approach, launched in 2014, remains our priority.

8 We can report that this approach has become entrenched across the public sector and beyond and provides a strong focus for transforming local government as the vehicle of delivery. Our focus on the five pillars of the approach will ensure that we attend to the most critical areas in local 10-point plan , announced by the President in 2016, provides an overall framework for more targeted interventions and support to municipalities. There is a strong emphasis on building capacity and ensuring improved financial and administrative PERFORMANCE . Going forward, the 10-point plan will remain an important tool to reshape local government measurement, monitoring and evaluation are also key instruments to drive progress in local government institutions. In cooperation with our major stakeholders, such as the Auditor-General, National Treasury, provincial departments responsible for local government and SALGA, MDB and the South African Cities Network, we remain committed to improving municipal PERFORMANCE .

9 We will continue to foster close working relationships with sector departments, business communities, labour movements, NGOs and civil society in promoting a developmental local government and improving the lives of our people. We are committed to engaging continuously with communities and stakeholders to ensure that their needs are met in implementing this ANNUAL PERFORMANCE plan . 52017/18 - ANNUAL PERFORMANCE PlanAs government, we are steadfast in our commitment to making a success of the new term of local government. With the dedicated support of all involved, we will work towards achieving the developmental objectives of local MC NWAILADIRECTOR-GENERAL: ACTING FOR DCOGD epartment of Cooperative Governance6It is hereby certified that:The 2017/18 ANNUAL PERFORMANCE plan was developed by the management of the Department of Cooperative Governance under the guidance of the Honourable Minister Des Van Rooyen and prepared in line with the 2015-2020 revised Strategic plan .

10 This document accurately reflects the PERFORMANCE targets of the Department given the resources made available in the budget for 2017 D SnymanChief Financial OfficerMr T FabaHead Official: PlanningDr MC NwailaDirector-General: acting for DCoGMr A Nel, MPDeputy MinisterApproved by:Des Van Rooyen, MPExecutive AuthorityOfficial Sign-off72017/18 - ANNUAL PERFORMANCE PlanMinister s Foreword 1 Director-General s Overview 3 Official Sign-off 6 Table of Contents 7 Acronyms 8 PART A: Strategic Overview Mission Statement113. Our Values 114. Strategic Outcome Oriented Goals115. Alignment of strategy to National Priorities116. Legislative and other mandate137. Updated situational External Environment Internal Environment Description of the strategic planning process Table 4 Overview of the Budget and MTEF Estimates 27 Expenditure analysis 29 PART B: Programme and Sub Programme PERFORMANCE Plans Programme 1: Administration Programme 2: Regional and Urban Development and Legislative Support Programme 3: Institutional Development Programme 4: National Disaster Management Centre Programme 5: Local Government Support and Interventions Management Programme 6: Community Work Programme 61 Part C- Link to Other Plans 678 Links to long-term infrastructure grants and other capital plans 689 Conditional grants 6810 Public entities reporting to the Minister 69 PART D: Annexures: to the ANNUAL PERFORMANCE plan 71 ANNEXURE A: Technical Indicator Descriptions 72 ANNEXURE B.