Bills passed by Houses - to be submitted to President for assent..
Cooperative Governance and Traditional Affairs 1964 2.
Cooperative Governance and Traditional Affairs 1971 3.
Merchant Shipping (Safe Containers Convention) Bill [B 31B - 2010] (National Assembly - sec 75).
Annual Performance Plan of the Department of Basic Education for 2011- 2012 [RP 37-2011].
Letter from the Minister of Water and Environmental Affairs dated 10 May 2011, to the Speaker of the National Assembly explaining the delay in the submission of the Annual Reports of the Botshelo Water, Magalies Water and Namakawa Water for 2009-2010.
In terms of section 55(1)(d) of the Public Finance Management Act , 1999 (Act No. 1 of 1999) (PFMA) the accounting authority for a public entity must submit within five months of the end of the financial year, i.e. 30 November of each year, to the executive authority responsible for that public entity its annual report and financial statements for tabling in Parliament.
In terms of section 65(1) of the PFMA the executive authority for a public entity must table in the National Assembly the annual report and financial statements of the public entity not later than 31 December of each year.
In terms of section 65(2) of the PFMA if an executive authority fails to table within the prescribed period, the executive authority must table a written explanation in the legislature setting out the reasons why the annual reports were not tabled.
Botshelo Water, Magalies Water and Namakwa Water failed to submit their annual reports and financial statements within the set timeframe.
Botshelo Water delayed the submission of their financial statements due to difficulties in the financial systems to substantiate some of the disclosures made in the financial statements. The Board was simultaneously implementing a new accounting system and some key elements of this process was only finalised by the implementing consultant after year-end. The Auditor-General received the amended and signed set of financials on 13 January 2011 and concluded its report on 12 April 2011.
Magalies Water delayed the submission of their financial statements due to internal difficulties and challenges that they experienced with their finance department. The Auditor-General received the financial statements for auditing on 21 October 2010 and issued its final audit report on 21 January 2011. The Board submitted copies of its annual report to the Department on 8 April 2011.
I approved the tabling of the annual report on 2 May 2011.
Namakwa Water's financial statements were prepared and audited by an independent auditor. It was evident from the auditor's audit queries that the stated income and debtors in the financial statements were incorrect. After the Board presented the necessary documentary proof, a new set of financial statements were issued on 21 April 2011. The financial statements will be presented to the Board on 24 May 2011, where after the annual report will be printed before it can be submitted to my Department.
Plan and Budget Vote to the Committee. This was done as part of the Committee's role in conducting parliamentary oversight and ensuring executive accountability, especially with regards to the budget expenditure of the Department.
3.1 It was indicated that the 2011/12 Strategic Plan and Budget Vote of the Department was presented against the background of a government committed to changing the lives of its citizens through better health, decent jobs, quality education, and safety and security. There was specific emphasis on the creation of jobs.
3.2 The Department will, amongst others, lead the process to finalise the debate on the Single Public Service; determine the skills level of public servants with a view to making targeted capacity building interventions; develop and implement a sustainable methodology to monitor compliance with signing of Performance Agreements; provide training and development opportunities for interns and learners, as well as develop a strategy to reduce the period it takes to fill a vacancy in the Public Service.
Another critical intervention for the DPSA was the creation of the Special Anti-corruption Unit with the following objectives; institute effective and integrated management of investigation of corruption cases in the Public Service; conduct disciplinary proceedings; offer legal and advisory support, and ensure strategic information management.
4.1 The Director-General presented the Strategic Plan and Budget Vote of the Department. The presentation focused on the strategic priorities, strategic objectives and outputs, outputs under the delivery agreement for Outcome 121, and budget allocation in terms of the medium-term expenditure framework.
PROGRAMME 2011/12 R'000 2012/13 R'000 2013/14 R'000 1. Administration 165,259 176,650 189,937 2. Human Resource Management and Development 33,966 36,475 39,489 3. Labour Relations and Remuneration Management 23,273 25,332 27,012 4. Public Sector Information and Communication Management 40,862 43,301 46,037 5. Service Delivery and Organizational Transformation 50,630 53,879 58,292 6.
Outcome 12 is the Delivery Agreement between the Minister of Public Service and Administration and the President of the Republic of South Africa.
Source: Estimates of National Expenditure (ENE) 2011 - Vote 12, Public Service and Administration.
ANNOUNCEMENTS, TABLINGS AND COMMITTEE REPORTS NO 69â2011 5.
The Director-General indicated that, in translating Outcome 12 into the Department's outputs and activities, 10 priorities and their related objectives have been identified to guide the Department's work in the 2011/12 medium term. The sections below discuss each of the strategic priorities.
6.1 The Department would be working towards improved and more effective public sector accountability by strengthening its output on Batho-Pele impact assessment, approved standards for waiting time, the job-grading system and compliance on directives.
6.2 The measurable indicators for the strategic outputs would include the facilitation of the implementation of the Batho Pele impact assessment, development and approval of standards for waiting time, Cabinet approval of the job-grading system, and assistance to 60 departments in aligning their organisational structures to their strategic objectives.
Some of the activities indicated to improve the strategic priority, included the training of officials across the national and provincial departments on Batho Pele impact assessment and the finalization of approved standards.
7.1 The outputs which the Department presented in relation to the strategic priority, included an information and financial management system, the building of state capacity through HR connect, the approval of operational plans, the development of discipline management framework, the formulation of reporting mechanisms with the Auditor-General and Public Service Commission on disciplinary cases, the improvement of the monitoring and evaluation system, and the improvement of data integrity.
7.2 The measurable indicators that were developed were in line with the strategic priority, which was aimed at ensuring that some of the national and provincial departments manage their human resource component through integrated financial management systems, linking job-titles to Public Service job-profiles, and finalizing disciplinary cases within 90 days.
7.3 The main activities indicated in relation to the strategic priority, included the establishment and implementation of the HR connect in the outstanding 21 departments, the analysis of data received from departments and PERSAL, the analysis of the reporting system with the Auditor-General and Public Service Commission, and the formulation of reporting mechanisms for disciplinary cases.
8.1 The outputs that were presented in line with the strategic priority above, related to the deployment of a Basic Accounting System and the ensuring of ICT connectivity of Thusong Services Centres.
8.2 Some of the measurable indicators presented in respect of the strategic priority, related to the deployment of key public infrastructure to enhance the security of one transversal application by March 2012, and connection of 125 Thusong Service Centres by March 2012.
The main activities presented to enable the achievement of the above strategic priority, included the development of architecture and designs, and the completion of LAN Cabling in 125 Thusong Service Centres.
9.1 The major outputs identified under this strategic priority, involved the development of policy on the utilization of the training budget and the intake of learners and interns in the Public Service.
9.2 The measurable indicators presented included the approval of policy for utilization of training budgets and the completion of 25 000 internship programmes by March 2012.
9.3 The main activities presented required the development of a dashboard on all programmes, consultation with stakeholders, and tabling of a report on the achievement of targets.
10.1 The outputs identified in terms of this strategic priority involved the analysis of organizational skills of senior managers and the development of a policy on minimum requirements for the appointment of senior managers to a higher level.
10.2 The measurable indicators for the strategic priority, included the development of capacity-building programmes for senior managers, and the drafting of policy for the appointment of senior managers by March 2012.
1968 Tuesday, 7 June 2011 10.3 The main activities reported by the Department involved the analysis of skills gaps of senior managers in 46 departments, the development of a draft policy on compulsory senior managers' capacity-building programme, and the establishment of collaboration with stakeholders on the policy for appointment of senior managers.
11.1 The outputs identified for this strategic priority included the approval of a youth development strategic framework in the Public Service and the implementation of a sexual HIV programme (SHIPP) in KwaZulu-Natal and Mpumalanga Provinces.
11.2 The measurable indicators involves the implementation of the youth development strategic framework by March 2012 and the implementation of SHIPP in three provincial departments of KwaZulu-Natal and Mpumalanga Provinces.
11.3 The indicators developed under this strategic priority included the development of standardized norms on youth development in the Public Service, the completion of workshops in four provinces, and the submission of report on the annual review of SHIPP.
12.1 The outputs identified for this strategic priority included the completion of training and capacity building of Chief Information Officers, and reporting on oversight over the implementation of the State Information Technology Agency's (SITA) turnaround strategy.
12.2 The measurable indicators on the strategic priority included the improvement of the ICT governance in the Public Service and the improvement in the effectiveness of SITA, by March 2012.
12.3 The activities developed towards the achievement of the strategic priority involved the completion of training for all council members of the Government Information Technology Officers (GITO).
13.1 The outputs identified included the completion of citizen engagement strategy for Community Development Workers (CDWs) for implementation in provincial departments and the strengthening of their participation in War on Poverty programmes.
13.2 The measurable indicators included the development of implementation guides of citizen engagement and 'Know Your Service Rights' by 2012, and the development of guidelines on realignment of the CDWs programme to support War on Poverty.
The activities developed included the completion of consultation with stakeholders in all the nine provinces, and the development of guidelines on the re-alignment of CDWs to support war on poverty.
14.1 The outputs identified included the compilation of a report on IT vulnerability assessment, and the approval of the implementation of the Public Sector Integrity Management Framework.
14.2 The measurable indicators developed included the completion of IT vulnerability assessment in two national departments and one province by March 2012.
The activities identified involve conducting IT vulnerability assessment in three national departments and one provincial department, and conducting one workshop with national departments, as well as with nine provincial departments.
15.1 The outputs identified were in relation to the Department's contribution to the African Peer Review Mechanism (APRM), the implementation of the Democratic Republic of Congo's National Anti-Corruption Framework, and the establishment of continental bilateral and institutional relations.
15.2 The measurable indicators developed involve the submission of a third report on the implementation of South Africa's APRM programme of action, the support to Democratic Republic of Congo on the implementation of an anti-corruption strategy, and the facilitation of four bilaterals for the Department to share best practices in governance and public administration with their African counterparts.
15.3 The activities indentified included the development and approval of cross-cutting issues of migration and xenophobia, the consolidation of inputs towards the finalization of a third report on the implementation of South Africa's programme of action, the completion of cost-analysis of the implementation plan, and the provision of technical assistance to the Democratic Republic of Congo.
1970 Tuesday, 7 June 2011 16.
16.1 The Committee has observed that the Department has translated Outcome 12 of the Service Delivery Agreement into Departmental outputs and an annual performance plan. The Minister for DPSA has been allocated the responsibility to co-ordinate the implementation of, monitoring of and reporting on Outcome 12, which emphasized the importance of an efficient, effective, and development-oriented Public Service and an empowered, fair and inclusive citizenship.
16.2 In response to the call by the President, Jacob Zuma, in his State of the Nation Address, 2011 has been declared as South Africa's "year of job creation". The Committee has also observed that the Department has identified, within its current focus areas for the medium term, how it will contribute to job creation within the Public Service, through the implementation of a strategy on the filling of vacancies, the intake of 2 500 learners into internship programmes, the creation of IT infrastructure shared service centers, the CDWs, Thusong Services Centres' general service counters, and the establishment of localized call centers.
16.3 In order to contribute meaningfully towards the reduction of corruption in the Public Service, the Committee has further observed that the Department has developed an annual performance plan focusing on improving information technology security, reducing transgression in relation to financial systems and reducing the security risk to government systems and information, through the development and implementation of a vulnerability assessment programme.
16.4 In order to fast-track service delivery in the Public Service, the Committee has furthermore observed, that the Department, in line with its annual performance plan, would be working towards an improved and more effective public sector accountability by strengthening the infusion of Batho Pele principles.
16.5 Under the strategic priority focusing on service delivery quality and access, the Committee has observed further Departmental commitments to develop and institutionalize the Batho Pele impact assessment in all sectors of government, starting with the health, education, criminal justice and administration sectors.
provide the Committee with a comprehensive list of all the summits and conferences scheduled for the 2011/12 financial year to be hosted by the Department; and provide the Committee with progress reports on a quarterly basis on the achievements made by the Department in respect of its 2011/12 medium-term priority projects per programme.
17.2 The Committee further recommends that the National Council of Provinces should approve the Budget Vote 11 of the Department of Public Service and Administration.
On 13 April 2011, the Select Committee on Co-operative Governance and Traditional Affairs, in collaboration and cooperation with the Auditor-General and the House Chairperson of Committees and Oversight (NCOP), held a workshop at the National Parliament on the consolidated 2009/10 Local Government audit outcomes in municipalities and municipal entities as at 31 January 2011.
1972 Tuesday, 7 June 2011 2. 2.1. Purpose and Objectives The primary purpose of the workshop was to provide a platform for the Auditor- General to describe how the audit outcomes could contribute to the oversight responsibility of the legislatures (national and provincial); for the legislatures to interact with the Auditor-General on the type of information required to effectively conduct their oversight, and for establishing a mutually beneficial working relationship amongst provincial and national legislatures.
In line with the legislative and constitutional principles of cooperative government and inter-governmental relations, the main objective of the workshop was to promote a co-ordinated oversight approach with the standing committees in the provincial legislatures on matters related to financial management, good governance, service delivery and accountability in South African municipalities and municipal entities.
3.1 The main participants during the proceedings of the workshop composed of members of the Portfolio and Select Committees on Co-operative Governance and Traditional Affairs, NCOP House Chairperson for Committees and Oversight, NCOP House Chairperson for Co-operative Governance, chairpersons of the Standing Committees on Co-operative Governance and Traditional Affairs and Public Accounts Committees in provincial legislatures, the Auditor-General, and officials from the Department of Cooperative Governance and Traditional Affairs, South African Local Government Association, National Parliament and provincial legislatures.
The Auditor-General presented the consolidated local government 2009-10 audit outcomes in municipalities and municipal entities as at 31 January 2011. The presentation focused on a provincial analysis of audit outcomes in municipalities and municipal entities; movements in financial-statement-qualification findings; predetermined objectives with respect to findings in the report; findings on compliance with laws and regulations; unauthorised, irregular, fruitless and wasteful expenditure; the impact on audit outcomes of management; assistance provided by consultants; findings on information systems audits; municipalities and municipal entities with funding concerns; an analysis of drivers of improved audit outcomes; an assessment of commitments from key roleplayers, and areas of focus needed from national key role-players to address audit outcomes at the time of the audit.
The provincial analysis of audit in municipalities and municipal entities, as at 31 January 2011, had discovered 10% improvement in Eastern Cape, 8% in Free State, 11% in Gauteng, 12% KwaZulu-Natal, 10% in Limpopo, 5% in Mpumalanga, 6% in the Northern Cape, 2% in the North West, and 5% in Western Cape. Despite the progress reported, unchanged audit findings were also reported. These included 32% in Eastern Cape, 16% in Free State, 22% in Gauteng, 54% in KwaZulu-Natal, 16% in Limpopo, 11% in Mpumalanga, 14% in Northern Cape, 8% in North West, and 23% in Western Cape. On regressed audit outcomes, 5% was reported in Eastern Cape, 1% in Free State, 3% in Gauteng, 1% in Limpopo, 3% in Mpumalanga, 2% in Northern Cape, and 3% in Western Cape.
The audit in 219 municipalities on predetermined objectives reporting has found that 25% composed of late/non-submission; 88% of non-compliance with the Municipal Finance Management Act, the Municipal Systems Act, and the Municipal Planning and Performance Management Regulations; 68% of information was not consistent or relevant in terms of planned performance information: and 47% of reported information was not accurate, complete and consistent in relation to source data, evidence or documentation.
The audit findings on compliance with laws and regulations in both the municipalities have revealed that expenditure was not paid within the parameters set by the applicable legislation, the Mayors/ Accounting Officers/ Officials did not adhere to their statutory responsibilities, the Audit Committee and Internal Audit Unit were not properly established or functioning properly.
The audit findings have revealed that, in 110 municipalities and two municipal entities, unauthorised expenditure was incurred; in 168 municipalities and 22 municipal entities, irregular expenditure was incurred; and in 105 municipalities and 16 municipal entities, fruitless and wasteful expenditure was incurred during the period under review.
The audit outcomes indicated leadership, financial and performance management, and an IT governance framework as institutional drivers required to improve audit outcomes at the municipality and municipal entity' levels.
The workshop raised concerns with regard to the role of the South African Local Government Association during provincial oversights and the need for the association to develop an operational plan in response to issues raised by the Auditor-General.
1974 Tuesday, 7 June 2011 4.7. The audit outcomes demonstrated that leadership was particularly weak at exercising oversight of financial and performance reporting, compliance, and IT governance matters. Regarding the establishment of an IT governance framework supporting the business of municipalities, 7% were identified as good, 15% as work in progress, and 78% as requiring intervention. In terms of financial and performance management pertaining to application systems susceptible to compromised data integrity in the municipalities, 7% were reported as good, 10% as work in progress, and 68% as requiring intervention.
The Auditor-General's consolidated report has identified and assessed the commitment of the key players who could help in addressing the audit outcomes at municipality and municipal entity levels. The key players identified include the National Assembly, the National Council of Provinces, the National Treasury, and the South African Local Government Association.
Some of the areas of focus in which the Auditor-General suggested that the national key role-players could assist in addressing the audit outcomes, were supply chain management, predetermined objectives, financial management, turnaround plans, IT controls, human resource management, and the municipalities under administration.
The workshop participants observed that the audit findings had identified the National Council of Provinces, the National Assembly, the South African Local Government Association and National Treasury as key players in working towards clean audits in the municipalities.
The consolidated audit outcomes have indicated the need for the National Council of Provinces and the National Assembly to develop an action plan for overseeing the role of municipalities and municipal entities in areas such supply chain management, predetermined objectives, financial management, turnaround plans, IT controls, human resource management, use of consultants, municipalities under administration, and governance structures.
The consolidated report of the Auditor-General has identified institutional drivers needed to improve audit outcomes at the level of municipalities and municipal entities. The identified drivers include leadership, financial and performance management, and governance.
The Select Committee on Co-operative Governance and Traditional Affairs, in collaboration with the standing committees in provincial legislatures should, after the 201l Local Government Elections, develop co-ordinated oversight action plans to address areas which require interventions in the municipalities and municipal entities.
The oversight action plans should focus on areas such as supply chain management, predetermined objectives, financial management, turnaround plans, IT controls, human resource management, municipalities under administration, use of consultants and governance structures. These were identified in the audit outcomes as areas needing intervention.
7.2 The Select Committee on Co-operative Governance and Traditional Affairs should, after the mid-June workshop on final audit outcomes, call on the Department of Co-operative Governance and Traditional Affairs, the National Treasury and the South African Local Government Association to table their operational plans in response to Auditor-General's audit outcomes.
On the 31 May 2011, the Committee met with the Department to consider briefings on their medium-term budget and strategic plans for the 2011/12 financial year. This was done as part of the Committee's role in conducting parliamentary oversight and ensuring executive accountability, especially with regards to budget expenditure and the new mandate of the Department.
2.1 Those that appeared before the Committee for the briefing on the budget included the Deputy Minister, Mr Yunus Carrim; Director-General of DTA, Dr Charles Nwaila; Director-General of CoGTA, Mr Elroy Africa; Deputy Director-General of DTA, Dr Masenjana Sibanda; Chief Operations Officer of CoGTA, Dr Keneilwe Sebego; Chief Financial Officer, Mr Mxo Mtyudha; Senior Manager in the Office of the Chief Operation Officer, Mr Abinaar Ramadie were all from CoGTA.
CoGTA is the new Department for Co-operative Governance and Traditional Affairs. The establishment of CoGTA was announced by the President, Jacob Zuma, on 10 May 2009. The establishment of CoGTA was to shift away from the narrower mandate of the former Department of Provincial and Local Government, and to respond decisively to the enforcement and coordination of weaknesses and failures observed in Government over the past 15 years.
3.1 The Deputy Minister of CoGTA said that the Department viewed the recent municipal elections as remarkable, as there had been a 57% turnout compared to the Independent Electoral Commission's (IEC's) forecast of 40%. The election process had been peaceful, and no results had been queried. However, the electorate had indicated that their votes were not unconditional, in the sense that future support was conditional upon service delivery. This has placed the focus on local government to deliver on its mandate.
3.2 Furthermore, the Deputy Minister reported that a major summit would be held in July 2011 to discuss issues that both the Select and Portfolio Committees on CoGTA had been noting for years, namely, that the current financial model for local government was not sustainable. There was a need to reach consensus on the development of a new model as part of the Local Government Turnaround Strategy (LGTAS).
This would involve looking at factors such the size of municipalities and their capacity to raise their own resources, in order to determine the functions and powers allocated to them. He described the turnaround strategy as a "do or die" matter, as communities were demanding service delivery and action therefore needed to be accelerated.
The Director-General presented the Departmental Strategic Plan and Budget Vote. The presentation focused on the development of the annual performance plan processes and priorities, strategic goals and objectives, and overview of 2011 budget and 2011/14 medium-term expenditure framework.
PROGRAMME 2011/12 R'000 2012/13 R'000 2013/14 R'000 1. Administration 212,6 216,6 222,3 2. Policy, Research and Knowledge Management 46,0 47,6 50,2 3. Governance and Intergovernmental Relations 34 213,9 37 684,1 40 077,5 4. Disaster Response Management 821,9 558,0 594,3 5. Provincial and Municipal Government Systems 248,3 260,5 274,7 6. Infrastructure and Economic Development 12 307,9 14 986,2 15 804,9 7.
TOTAL 47 933,6 53 842,8 57 120,8 5.1 The Director-General of the Department indicated that, subsequent to the signing on Delivery Agreements and performance contracts based on Outcome 92, the Strategic Plan 2009-2014 was reviewed and updated. The 2011/12 Annual Performance Plan was developed as a result of the review process, and this was done through a consultative process with relevant stakeholders. The strategic objectives are supported by the targeted projects as indicated in the Annual Performance Plan.
5.2 The first strategic goal of CoGTA focused on strengthening the capacity and capability of the Department to deliver its mandate. The main strategic objectives to be pursued during the current financial year, includes the management of internal administrative systems, capacitating municipalities in communication strategies, improve strategic management, governance process, and ensure integrated planning and reporting.
5.3 The second strategic goal centred on improving co-operative governance across the three spheres. The main strategic objectives involves the development of a revised White Paper on Local Government, improvement of monitoring and evaluation, creation of knowledge-base decision making, reviewing and amending local government policy and legislation.
5.4 The third strategic goal focused on improving municipal financial and administrative capability. The main strategic objective includes improving the audit outcomes of municipalities, ensuring effective management of the Municipal Infrastructure Grant (MIG), and strengthening anti-corruption capabilities of municipalities.
5.5 The fourth strategic goal is geared towards the implementation of a single window of co-ordination. The main strategic objective to be pursued includes the review of local government policy and legislation, and improvement of the system of disaster risk management systems.
5.6 The fifth strategic goal is directed towards deepening democracy through a refined Ward Committee system. The main strategic objective to be pursued includes reviewing a legislative framework for Ward Committees and community participation, providing support to ensure functionality of Ward Committees, and implementing a policy framework for the Community Development Workers' (CDWs) programmme.
2 Outcome 9 is the Delivery Agreement between the Minister of Co-operative Governance and Traditional Affairs and the President of the Republic of South Africa.
5.7 The sixth strategic goal centred on implementing a differentiated approach to municipal financial, planning and support. The main strategic objective to be pursued includes the availability of policy framework, as well as facilitating the development of credible Integrated Development Planning (IDP) in municipalities.
5.8 The seventh strategic goal focused on the delivery of initiatives to support human settlement outcomes. The main strategic objective to be pursued includes the facilitation of the implementation of densification policy framework and finalization of the land ownership audit.
5.9 The eighth strategic goal was mainly improving access to basic services. The strategic objective to be pursued involves ensuring increased access to basic services and establishing mechanisms to improve services.
5.10 The ninth strategic goal is geared towards the implementation of the community work programme. The strategic objective to be pursued includes ensuring the rolling-out of the community work programme in municipalities.
The last strategic goal is geared towards facilitating economic development at local level. The strategic objective to be pursued includes the creation of jobs through a system that is supportive to private sector sustainable employment at local level in all district municipalities.
6.1 The Director-General of the Department of Traditional Affairs presented the 2011/12 Strategic Plan and Budget of the DTA, the alignment to performance indicators, targets, and budget allocation for the financial year.
PROGRAMME 2011/12 R'000 2012/13 R'000 2013/14 R'000 1. Management: Head of Traditional Affairs 8 809 9 771 11 721 2. Policy and Legislation for Traditional Affairs 10 166 11 245 12 087 3. Institutional Support and Coordination 11 093 12 663 13 295 4. NHTL 20 701 22 135 23 351 5. CRL Rights Commission 22 150 23 227 24 503 6.
Source: DTA presentation to the Select Committee on CoGTA, 31 May 2011.
7.1 The first strategic objective focuses on ensuring the functionality of the DTA by establishing its capacity and capability to deliver on its mandate. The major outputs reported included the development of Departmental Strategic Plan for 2011-2014 and Annual Performance Plan, marketing and communicating the programmes, and developing a change management process.
7.2 The second strategic objective is directed towards enhancing the alignment and standardization in the regulatory, institutional and support framework for traditional affairs across provinces and municipalities. The outputs focus on the development of National Traditional Affairs Act, compliance with national legislative requirements. It was indicated that the performance indicator would include the review of National Traditional Affairs Act, development of legislation on initiation and the determination of the number of Members of Kingship/Queenship Councils.
7.3 The third strategic objective centred on ensuring the empowerment of the Traditional and Khoi-San Communities through the development of the National Support Programme. The main outputs identified includes the establishment of Advisory Committee on Khoi-San matters, development of capacity building strategy, provision of support systems for the Houses of Traditional Leaders and Traditional Councils.
7.4 The fourth strategic objective was mainly on promoting the role of Traditional Affairs and the institution of traditional leadership in the South African governance system, by establishing synergetic relations with other governance structures across the three spheres of government. The outputs reported were aimed at developing partnership model and assessing the report on the state of governance in the area of Traditional Affairs. The annual performance indicators would include the development of seven provincial assessment reports, and adoption of the Consolidated National Report on the assessment of the state of governance on Traditional Affairs.
7.5 The fifth strategic objective focuses on supporting Departmental entities to play a central role towards development and service delivery. The outputs are aimed at developing monitoring and reporting systems. The performance indicators and targets will include the review of quarterly reports, monitoring and reporting systems, as well as the coordination of Annual Performance Plans for entities.
The last strategic objectives is geared towards enhancing knowledge management within Traditional Affairs. The outputs reported are aimed at conducting a research agenda for Traditional Affairs, profiling of Traditional Affairs in provinces and developing Information Management System (IMS). The projects, performance indicators and targets on this strategic objective will include the development and implementation of knowledge management strategy for traditional affairs.
8.1 The Committee was concerned about the plight of the Khoisan people, and their struggle to achieve recognition as traditional leaders and communities. They asked for details of legislative plans to address this challenge.
The Committee expressed concerns on the Department's performance in the field of disaster management, particularly in respect of indigent communities who settled in flood plains and were vulnerable to seasonal rainfall. There is a need for close liaison with municipalities so that early warning systems were put in place.
revitalise the Disaster Management Unit to focus on risk management and the prevention of natural disasters proactively; and table quarterly reports to the National Council of Provinces on the implementation of the Department's strategic policy priority areas, as well as challenges encountered.
9.2 The Committee further recommends that the National Council of Provinces should approve Budget Vote 3 of the Department of Cooperative Governance and Traditional Affairs.