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Mr. DMG MASHITISHO DIRECTOR-GENERAL

2019/20 DCoG ANNUAL PERFORMANCE PLAN PORTFORLIO COMMITTEE ON COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS. Mr. DMG MASHITISHO DIRECTOR-GENERAL. 02 July 2019.

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Mr. DMG MASHITISHO DIRECTOR-GENERAL

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  1. 2019/20 DCoG ANNUAL PERFORMANCE PLANPORTFORLIO COMMITTEE ON COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS Mr. DMG MASHITISHO DIRECTOR-GENERAL 02 July 2019

  2. To present to the Portfolio Committee on Cooperative Governance and Traditional Affairs (COGTA), the 2019/20 Annual Performance Plan (APP) of the Department of Cooperative Governance (DCoG) and 2019 Medium Term Expenditure Framework (MTEF) Budget Allocations. PURPOSE

  3. Vision A functional and developmental local government system that delivers its constitutional and legislative mandates within a system of cooperative governance Mission Our mission is to ensure that all municipalities perform their basic responsibilities and functions without compromise by: Putting people and their concerns first; Supporting the delivery of municipal services to the right quality and standard; Promoting good governance, transparency and accountability; Ensuring sound financial management and accounting; and Building institutional resilience and administrative capability DCoG STRATEGIC OVERVIEW

  4. Values: Guided by the spirit of Batho Pele (People First), our values are: Commitment to public service; Integrity and dedication to fighting corruption; Hands-on approach to dealing with local challenges; Public-participation and people-centred approach; Professionalism and goal orientation; Passion to serve; and Excellence and accountability. DCoG STRATEGIC OVERVIEW Cont…

  5. The mandate of the Department of Cooperative Governance (DCoG) is derived primarily from Chapters 3, 5, 6, 7 and 9 of the Constitution of the Republic of South Africa, 1996, hereinafter referred to as the Constitution. Chapter 3 - Deals with cooperative government and intergovernmental relations. The Department observes and adheres to the principles and conduct set out in this chapter. Chapter 5 - Deals with national intervention in provincial administration when a province cannot or does not fulfil an executive obligation in terms of the Constitution or legislation. Chapter 6 - Deals with provincial intervention in local government, specifically when municipalities are unable to fulfil their executive obligations or when a municipality, due to a financial crisis, breaches the imperative to provide basic services to meet its financial obligations. Chapter 7- Deals with, inter alia, municipalities in cooperative governance. The Department is legislated to support and strengthen the capacity of municipalities to manage their own affairs, exercise their powers and perform their functions. Chapter 9 - Deals with institutions whose role involves strengthening the constitutional democracy of the country. The DCoG has to conform to the rules set down by institutions such as the Auditor-General and Public Protector to comply with the legislative frameworks in this chapter. DCOG CONSTITUTIONAL MANDATE

  6. As a national department, our function is to develop national policies and legislation for local government and, inter alia, monitor the implementation of the following: LEGISLATIVE MANDATE

  7. LEGISLATIVE MANDATE Cont…

  8. LEGISLATIVE MANDATE Cont…

  9. DCoG has 8 Strategic Outcome-Orientated Goals (SOGs) which are the anchor of the revised 2015-2020 Strategic Plan. By 2020, these are envisaged: DCoG STRATEGIC OUTCOME-ORIENTED GOALS AND RELATED STRATEGIC OBJECTIVES

  10. ENTITIES OF THE DEPARTMENT The DCoG has four public institutions that report to the Minister and support the implementation of policy priorities. These are the: • South African Local Government Association (SALGA) • South African Cities Network (SACN) • Municipal Demarcation Board (MDB) • Municipal Infrastructure Support Agent (MISA)

  11. The Department contributes to the achievement of national priorities as outlined in Government’s five-year strategy: the 2014-2019 MTSF, specifically Outcome 9: A responsive, accountable, effective and efficient developmental local government system. The revised Strategic Plan tabled as an annexure to the APP is aligned to the following priorities of the 6th Administration as well as Departmental Strategic Goals: PRIORITIES OF GOVERNMENT

  12. PROGRAMME PERFORMANCE PLANS AND INFORMATION

  13. SUMMARY OF PERFORMANCE PLANS PER PROGRAMME

  14. PROGRAMME 1: ADMINISTRATION Purpose: Provide strategic leadership, management and support services to the Department. Strategic Goal: Effective and efficient internal corporate governance processes and systems Strategic Objective : To ensure good governance and a sound internal control environment by March 2020 (New)

  15. PROGRAMME 2: REGIONAL AND URBAN DEVELOPMENT AND LEGISLATIVE SUPPORT Purpose: Provide policy analysis and development to transform local government and improve corporate governance. Strategic Goal: Lead and support the creation of prosperous cities and towns by restructuring the space economy Strategic objective : • Facilitate the restructuring of municipal space economy through integrated development planning and spatial targeting by March 2020 • Support the creation of an enabling environment for municipalities to achieve inclusive economic development through the implementation of initiatives of the National Framework for LED by March 2020

  16. PROGRAMME 2: REGIONAL AND URBAN DEVELOPMENT AND LEGISLATIVE SUPPORT Cont..

  17. PROGRAMME 3: INSTITUTIONAL DEVELOPMENT Purpose: Build institutional resilience in the local government system by supporting systems development, governance, capacity building and revenue management and providing for the functions of the Department of Traditional Affairs. Strategic Goals • Foster the creation of a functional local government system through enhanced accountability and transparency • Build institutional resilience and initiate the next phase of institution building • Entrench a culture of good governance and instil a new morality of service and integrity in local government Strategic objectives: • Deepen the relationship between citizens and local government through improved citizen engagement mechanisms by March 2020 • Build a capable, ethical and developmental local government by providing a framework for local public administration and human resource management and development by March 2020 • Promote good governance through strengthening anti-corruption measures in local government by March 2020 • Implement initiatives to improve financial sustainability and revenue management in local government by March 2020 Performance Indicators on the next slide

  18. PROGRAMME 3: INSTITUTIONAL DEVELOPMENT

  19. PROGRAMME 3: INSTITUTIONAL DEVELOPMENT Cont..

  20. PROGRAMME 4: NATIONAL DISASTER MANAGEMENT CENTRE Purpose: Promote an integrated and coordinated system of disaster prevention, mitigation and risk management. Strategic Goal: Coordinate effective integrated disaster management and fire services Strategic Objective: Improve the system of disaster management and fire services across government by March 2020 by: • Developing, strengthening, and managing of regulatory frameworks and institutional arrangements • Promoting capacity building through awareness, education, training and research • Promoting Disaster Risk Reduction through a well-coordinated and integrated planning process, with specific focus on mitigation, preparedness, response and recovery • Guiding the development of a comprehensive information management and communication system and establish integrated communication links with relevant role players.

  21. PROGRAMME 4: NATIONAL DISASTER MANAGEMENT CENTRE Cont…

  22. PROGRAMME 5: LOCAL GOVERNMENT SUPPORT AND INTERVENTIONS MANAGEMENT Purpose: Conduct performance monitoring, support and interventions in municipalities and provincial departments of cooperative governance to drive B2B activities. Strategic Goals: • Foster the creation of a functional local government system through enhanced accountability and transparency • Ensure significant improvements in service delivery through sound infrastructure management Strategic Objectives: • Improve accountability in the local government system by coordinating reporting on municipal performance by March 2020 • Coordinate collaboration for infrastructure development at municipal level to extend services to unserved communities by March 2020

  23. PROGRAMME 6: COMMUNITY WORK PROGRAMME Purpose: Provide a social safety net and work experience for participants and promote social and economic inclusion by targeting areas of high unemployment. Strategic Goal: Local public employment programmes expanded through the Community Work Programme Strategic Objective: Provide one million work opportunities through effective and efficient programme management and strategic partnerships by March 2020

  24. PROGRAMME 6: COMMUNITY WORK PROGRAMME Cont…

  25. 2019 MTEF BUDGET ALLOCATIONS

  26. 2019 MTEF ALLOCATIONS PER PROGRAMME • The average increase in the budget allocations of the Department over the 2019 MTEF period will be 8.8%. • The Increase of 121.6% in the budget allocation for Programme 2: Regional and Urban Development and Legislative Support is due to the introduction of the new Integrated Urban Development Grant from the 2019/20 financial year. • The decrease of -31.4% in the budget allocation for Programme 4: National Disaster Management Centre is due to the budget allocation for the Disaster Recovery Grant in the 2019/20 financial year.

  27. 2019 MTEF ALLOCATIONSPER ECONOMIC CLASSIFICATION

  28. 2019 MTEF ALLOCATIONS: DIVISION OF FUNDS • Division of funds between transfers, earmarked, special allocations and operational funds

  29. 2019/20 ALLOCATION: DIVISION OF FUNDS Transfer & Subsidies = 94.2% DCoG = 0.7% DTA = 0,2% MSIG = 0.1% MISA = 0.4% CWP = 4.4% Compensation = 53.6% Compensation = 1.2% Goods &Services = 45.5% Goods & Services = 98.8% Capital Assets = 0.9%

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