SERVICE CHARTER AND SERVICE DELIVERY IMPROVEMENT PLAN: 2018 2021

 
SERVICE CHARTER AND SERVICE DELIVERY IMPROVEMENT PLAN: 2018 2021
DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

              SERVICE CHARTER AND
                SERVICE DELIVERY
               IMPROVEMENT PLAN:
                   2018 - 2021

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SERVICE CHARTER AND SERVICE DELIVERY IMPROVEMENT PLAN: 2018 2021
DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
          SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

SERVICE DELIVERY CHARTER AND THE SERVICE DELIVERY IMPROVEMENT PLAN
OF THE DEPARTMENT OF COOPERATIVE GOVERNANCE & TRADITIONAL AFFAIRS
                            2018 – 2021

   Honourable Xolile Nqatha                                       Ms Gabisile Gumbi-Masilela
   Member of the Executive Council                                Head of Department

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DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
                        SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

TABLE OF CONTENTS										PAGE

PART A: SERVICE CHARTER......................................................................................................................................... 2 – 7

ANNEXURE: DEPARTMENT’S CONTACT DETAILS......................................................................................................... 8 - 9

PART B: SERVICE DELIVERY IMPROVEMENT PLAN...................................................................................................... 10 - 11

OFFICIAL SIGN-OFF..................................................................................................................................................... 12

1.      SDIP DEVELOPMENT APPROACH....................................................................................................................... 13
         1.1 INTRODUCTION...................................................................................................................................... 13
         1.2 PROBLEM STATEMENT ......................................................................................................................... 13
         1.3 PREPARATORY PROCESS....................................................................................................................... 13
         1.4 SDIP DEVELOPMENT APPROACH........................................................................................................... 14

2.      LEGAL MANDATE, LISTED SERVICES & SITUATIONAL ANALYSIS........................................................................ 14

2.1          VISION.......................................................................................................................................................... 14

2.2          MISSION....................................................................................................................................................... 14

2.3          VALUE STATEMENT...................................................................................................................................... 15

2.4          THE LEGAL MANDATE OF THE DEPARTMENT............................................................................................... 15

2.4.1        CONSTITUTIONAL MANDATES...................................................................................................................... 15 - 16

2.4.2        LOCAL GOVERNMENT LEGISLATION............................................................................................................. 16

2.4.3        TRADITIONAL AFFAIRS LEGISLATION ........................................................................................................... 17

2.4.4        FURTHER PIECES OF LEGISLATION............................................................................................................... 17

2.4.5        TRANSVERSAL LEGISLATION........................................................................................................................ 18

3.      SERVICE DELIVERY IMPROVEMENT PLAN.......................................................................................................... 19

3.1          LIST OF SERVICES PROVIDED BY THE DEPARTMENT................................................................................... 19

3.2          SITUATIONAL ANALYSIS................................................................................................................................ 19 - 21

3.3          IDENTIFICATION OF KEY (MAIN CRITICAL) SERVICES................................................................................... 21

4.      SDIP IMPLEMENTATION, MONITORING AND REPORTING METHODS................................................................... 21

5.      CONCLUSION .................................................................................................................................................... 21

ANNEXURE A: SUPPORT PROVISION OF FREE BASIC SERVICES BY MUNICIPALITIES.................................................. 22 - 25

ANNEXURE B: IMPROVE INFRASTRUCTURAL SPENDING BY MUNICIPALITIES............................................................. 26 - 27

ANNEXURE C: IMPROVE CONSTRUCTION OF TRADITIONAL COUNCILS........................................................................ 28 - 29

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DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
                SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

It is hereby certified that this Service Delivery Charter was:

i.    developed by the management and all the programmes of the Department of Cooperative Governance and
      Traditional Affairs with the guidance of Honourable Xolile Nqatha, the MEC for the Department of Cooperative
      Governance and Traditional Affairs;

ii.   prepared in line with the current Annual Performance Plan of the Department of Cooperative Governance and
      Traditional Affairs and the COGTA Service Delivery Model.

_________________________						_____________________
K. SHINTA									DATE
CHIEF FINANCIAL OFFICER

_________________________						_____________________
P. ROBOJI									DATE
DEPUTY DIRECTOR GENERAL: DEVELOPMENTAL LOCAL GOVERNMENT

_________________________						_____________________
V. MLOKOTHI									DATE
DEPUTY DIRECTOR GENERAL: CORPORATE MANAGEMENT

_________________________						_____________________
T.W. GWEBINDLALA								DATE
DEPUTY DIRECTOR GENERAL: TRADITIONAL AFFAIRS

_________________________						_____________________
G. GUMBI-MASILELA			           DATE
HEAD OF DEPARTMENT

APPROVED

_________________________			                                                     ____________________
X. NQATHA			                                                                     DATE
MEMBER OF THE EXECUTIVE COUNCIL

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DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
               SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

OUR MANDATE

We are mandated by the Constitution of the Republic of South Africa (1996), Chapters 2, 3, 6, 7 and 12; Chapter
6: Section 139 interventions in local government, Chapter 7: Sections 154 and 155 to support and strengthen the
capacity of municipalities and traditional leadership institutions to be able to:

  • Manage their own affairs
  • Exercise their powers and
  • Perform their functions.

Chapter 12: Sections 211 and 212:

  • Recognition
  • Role of traditional leaders

Chapter 7 outlines the objectives and mandates in respect of local government. The following mandates for the
Department of Cooperative Governance and Traditional Affairs can be extracted from this:

  • To establish municipalities consistent with national legislation;
  • To support and strengthen the capacity of municipalities;
  • To regulate the performance of municipalities in terms of their functions listed in Schedules 4 and 5 of the
    Constitution;
  • To intervene where there is non-fulfilment of legislative, executive or financial obligations; and
  • To promote developmental local government.

Our Vision

We envision an integrated, capable, responsive and accountable local government and traditional institution system
focusing on the needs of the community.

Our Mission

We undertake to promote a developmental local state and traditional institutions that are accountable, focused on
citizen’s priorities; capable of delivering high-quality services consistently and sustainably through Local Government
and participatory democracy.

Our Values
Our values, principles and aspirations are people orientated and are based on the Batho Pele Principles.

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DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
                SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

VALUES                         DEFINITIONS
Consultation                   We always consult our customers on the level, quality and choices of the services we
                               offer.
Quality                        We set high standards geared towards effective and efficient services delivery.
Equality                       We shall give equal access to our services to all, with special emphasis on targeted
                               groups.
Professionalism                We believe that our customers are entitled to be treated courteously and with the
                               highest level of professionalism.
Highest ethical standards      We shall always maintain zero tolerance towards fraud and corruption
Staff our greatest assets      We believe that our employees are integral to the success of the Department and we
                               will at all times endeavour to ensure that their organizational needs are satisfied.
Responsiveness                 We pledge to respond speedily and effectively to the needs of stakeholders and
                               communities.

CORE SERVICES RENDERED BY THE DEPARTMENT

    •     Legislation to provide support the functionality of municipalities and traditional leadership institutions;
    •     Norms and standard frameworks;
    •     Capacity building and technical support to municipalities and traditional leadership institutions;
    •     Financial support to municipalities and traditional leadership institutions;
    •     Oversight reports;
    •     Intervention mechanisms.
    •     Construction of Traditional Councils

GENERIC SERVICE STANDARDS

We undertake to adhere to the following service standards:

  • Serve all service beneficiaries courteously and promptly at all service delivery points.
  • Ensure that all capital grant spending is accounted for and funds are spent for the intended purposes.
  • Ensure that regular updates are provided to communities in relation to petitions
        submitted both to municipalities and provincial government.
  • All employees shall wear name tags for easy identification.
  • All applications for vacant posts shall be acknowledged within 21 days from date of receipt.
  • Update and audit Indigent Registers (IR) to eliminate illegal beneficiaries in the list.
  • All shortlisted candidates shall be notified within 2 working days after short listing and at least 3 days before
        interview.
  • All unsuccessful candidates shall be advised in writing within a maximum of 30 working days after the
        interview.
  • All visitors shall be treated courteously and wear visitors identification tags.
  • All visitors shall be seated in a comfortable area and attended within 10 minutes on arrival.
  • Suppliers and / or creditors shall be paid within 30 days on receipt of invoices.
  • Successful and unsuccessful bidder(s) shall be advised of the outcome within 15 days.
  • All employees shall dress appropriately as per the Dress Code Policy of the Department.

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DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
                  SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

CORE SERVICE STANDARDS

BRANCH: DEVELOPMENTAL LOCAL GOVERNMENT

The Department shall provide support to municipalities within 30 days of notification.

The Department shall monitor infrastructure spending by municipalities on a quarterly basis.

The Department shall monitor electrification, water, sanitation, debts, indigent register and intervention measures
to municipalities.

BRANCH: TRADITIONAL AFFAIRS

   • All requests for recognition of traditional leaders shall be processed within 30 days.
   • Improve construction of Traditional Councils

LODGING OF COMPLAINTS

We respect the right of citizens to complain if our services are poor or unsatisfactory.

In this regard;

   • You may lodge your complaint to the District Director’s office (District Offices).
   • Customer Care office; Corporate Communications Directorate: Head Office
   • We undertake to investigate and respond to your complaint within 14 days of receipt
   • Should you not be satisfied with the outcome, you may lodge your complaint to the Director: Office of the
     Head of Department.
   • We will apologize and take corrective measures if it is our fault
   • We will maintain a complaints registration and follow-up mechanism
   • We undertake to treat any information on fraud and corruption seriously

   • You may use the toll-free number to report fraud, corruption and mal-administration.

YOUR RIGHTS

We acknowledge that you, as our service beneficiary, you have all the rights that are enshrined in the Bill of Rights
of the Constitution of South Africa as they relate to our mandate.

YOUR OBLIGATIONS

As our service beneficiary, we expect you to be reasonable, courteous and respect the dignity of our employees.

OUR COMMITMENT TO BETTER SERVICES
We undertake to coordinate support and strengthen the capacity of municipalities in order to manage their own
affairs and to perform their functions.
We also undertake to support the institution of traditional leadership to perform their functions effectively and
efficiently.

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ANNEXURE: DEPARTMENT’S CONTACT DETAILS

    Name of the Department                                                              Cooperative Governance and Traditional Affairs
    The Physical, postal and e-mail addresses of the Department                         Phalo Avenue, Tyamzashe Building
                                                                                        Private Bag X0035
                                                                                        Bhisho
                                                                                        5605
                                                                                        040 609 5656 / 7 / 8 (Office of the HoD)
                                                                                        Fax: 040 639 2163
                                                                                        Website: www.eclgta.gov.za
    The days and times that the Department is open to public except Public Holidays     Monday – Thursday : 08h00 to 16h30
                                                                                        Friday                : 08h00 to 16h00

    Contact numbers
                                                                                                                                                          SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

    Name                     Component              Designation           Tel Numbers     e-mail

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    Mr X. Nqatha             Office of the Public   Member of the         040 609 5788 noncedo.nothoko@eccogta.gov.za
                             Bearer                 Executive Council
    Ms G. Gumbi-Masilela     Head of Department     Head of Department    040 609 5657 Gabisile Gumbi-Masilela 
                                                                          040 609 5658
                                                                                                                                                          DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

    Ms P. Roboji             Developmental Local    Deputy Director       040 609 5578 pashee.roboji@eccogta.gov.za
                             Government             General
    Mr V. Mlokothi           DDG: Corporate         Deputy Director       040 609 5336 vuyo.mlokothi@eccogta.gov.za
                             Management             General
    Mr T.W. Gwebindlala      Traditional Affairs    Deputy Director       040 609 5710 tandabantu.gwebindlala@eccogta.gov.za
                                                    General
    Ms K. Shinta             Finance and Supply     Chief Financial       040 609 5289 kutala.shinta@eccogta.gov.za
                             Chain Management       Officer
    Mr M. Ngam               Corporate              Director: Corporate   040 609 5743 mamnkeli.ngam@eccogta.gov.za
                             Communications &       Communications
                             Customer Care
DISTRICT OFFICES

     OR Tambo                                          Alfred Nzo                              Joe Gqabi
     Director – Mr L. Jiyose                           Director – Mr M. Pinyana                Director – Mr P. Funani
     Contact Details: (Office) –                       Contact Details: (Office) –             Contact Details: (Office) –
     Mobile Phone: 083 248 0254                        Mobile Phone:072 250 4417               Mobile Phone: 079 508 7502
     E-mail: lamla.jiyose@eccogta.gov.za               E-mail: mawetu.pinyana@eccogta.gov.za   E-mail:paulos.funani@eccogta.gov.za
     Physical and Postal address:                      Physical and Postal address:            Physical and Postal address:
     Room 849, 8th Floor, Botha Sigcau Building, cnr   Mzimvubu Local Municipality,            Corner of Coles and Queens Terrence
     Owen & Leeds Street, Mthatha, 5100                                                        Street, Aliwal North 9750
                                                       Block A Office, 67 Church Street,
                                                                                               Tel: 051 0117 183 Cell: 082 495 3268
                                                       Mount Ayliff,
     Sarah Baartman                                    Amathole & Buffalo City Metro           Chris Hani
     Director – Mrs N. Jamjam                          Director – Mr Z. Bokwe                  Director – Mrs S. Nyaba
                                                                                                                                       SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

     Contact Details: (Office) – 041 390 4231          Contact Details: (Office) –             Contact Details: (Office) –
     Mobile Phone: 071 671 1441                        Mobile Phone: 082 495 3013              Mobile Phone: 079 508 7605

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     E-mail: nozibele.jamjam@eccogta.gov.za            E-mail: zingisa.bokwe@eccogta.gov.za    E-mail: sindiswa.nyaba@eccogta.gov.za
     Physical and Postal address:                      Physical and Postal address:            Physical and Postal address:
     55 Clevedon Rd, Central, Port Elizabeth           No. 1 Ironwood House, Palm Square,      Private Bag X7086, Queenstown, 5320
                                                                                                                                       DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

     6001                                              Beacon Bay, East London, 5241           Komani Hospital, Queenstown
DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
               SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

PART B: SERVICE DELIVERY IMPROVEMENT PLAN

DOCUMENT CONTROL
Document title                Department of Cooperative Governance and Traditional Affairs Service Delivery
                              Improvement Plan (SDIP) 2018-2021
Creation date                 January 2018
Effective date                01 April 2018
Status                        Final
Version                       V1
Owner file, name and          Chief Director: Corporate Services, Mr M.L. Ngcai,
contact details
                              040-608 4837, Malibongwe.ngcai@eccogta.gov.za

                              Director: Organisational Transformation and Planning,

                              Mr M.C. Giyose, 040-609 5633, Mongezi.giyose@eccogta.gov.za

                              SDIP Coordinator, Service Excellence, Sub-directorate,

                              Ms A. Conradie, 040-609 5127, Amalia.conradie@eccogta.gov.za

                              Mr B. Gidi, 040-609 5127

                              Banele.gidi@eccogta.gov.za
Author title, name and        Director: Organisational Transformation and Planning
contact details

Contributors                  Directorate: Organisational Transformation and Planning

                              Directorate: Monitoring and Evaluation

                              Directorate: Strategic Management
Editor                        Director: Organisational Transformation and Planning

Distribution                  Department of Cooperative Governance and Traditional Affairs employees;

                              National Department of Cooperative Governance and Traditional Affairs;

                              Office of the Premier: Director: Process Design and Improvement, Director General:
                              Office of the Premier;

                              Director General: Office of the Premier;

                              Minister of Public Service and Administration;

                              Department of Public Service and Administration;

                              Department of Planning, Monitoring & Evaluation;

                              Metropolitan Municipalities, District Municipalities and Local Municipalities;

                              Provincial House of Traditional Leaders
Security classification       Open source

                                                           10
DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
               SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

LIST OF ABBREVIATIONS

APP         Annual Performance Plan
DPSA        Department of Public Service and Administration
M&E         Monitoring and Evaluation
MECA        Municipal Evaluation and Capacity Assessment
OP          Operational Plan
OTP         Office of the Premier
SDIP        Service Delivery Improvement Plan

DEFINITIONS

TERM                 DEFINITION
Function             The intended purpose of a person or thing in a specific role. Purpose, responsibility, concern,
                     undertaking, commission, obligation, duty, etc. A system supplying a public need such as
                     transport or water, etc., run by the state.
Service              Action/process of serving. Actions that fulfil a function. To supply the needs of the public by
                     performing specific tasks; performance of work for another.
Standard             Level, grade, calibre, merit, yardstick, benchmark, measurement, criterion, touchstone, such
                     as a code of behaviour, code of honour, principle, ideal, ethics, seniority levels at work, etc.
                     For our purposes, a standard is something specific, measurable and realistic that can be
                     achieved within a given time-frame.
Target               A person, object or place selected as an aim of an attack (marksman). An objective or result
                     towards which efforts are directed. For the purposes of Service Delivery Improvement Stan-
                     dards and Targets may be differentiated as follows:
                      Standards set measurable levels of Service Performance; and
                      Targets set measurable levels of Citizen Satisfaction.
Task                 A specific piece of work that is required to be done. Assignment, duty, chore, detail, exercise.
                     For example, by the end of this session you will be given the task of developing SDIPs for your
                     divisions
Theme                An idea or topic, a unifying idea. A subject on which a person speaks or writes or about which
                     she or he thinks
Project              An enterprise carefully planned to achieve a particular aim. For example, a government-subsi-
                     dised block of houses. A proposal, scheme or a task requiring a concerted effort
Improvement          To become or make better in quality, to achieve better standards or to increase in quantity, in
                     comparison with existing conditions
Indicator            Guide, mark; a thing that indicates a state or level; a meter or gauge to reflect or indicate spe-
                     cific outcomes or outputs. A device to attract attention; a measuring instrument.
Quantity             Amount, number, aspect that can be measured, weighed, counted. An answer to “How
                     much?” or “How many?”
Quality              A degree or standard of excellence. High standard in accordance with a given template or
                     national or international specifications such as SABS or ISO 9001 : 2000.
Time-bound           A specified period, duration, deadline
Cost                 Budget. Something measured in money or time; the amount paid for a commodity. If an ap-
                     proved service is delivered in the right quantity, at the right quality, within the given time-frame
                     and budget, it is likely that it is also providing value for money.

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DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
              SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

                                                      SIGN-OFF

Official Sign-Off

It is hereby certified that this Service Delivery Improvement Plan was:

iii. developed by the management and all the programmes of the Department of Cooperative Governance and
     Traditional Affairs under the guidance of Hon. X. Nqatha, the MEC for the Department of Cooperative Governance
     and Traditional Affairs;

iv. prepared in line with the current Annual Performance Plan of the Department of Cooperative Governance and
    Traditional Affairs and the COGTA Service Delivery Model.

_________________________						_____________________
K. SHINTA									DATE
CHIEF FINANCIAL OFFICER

_________________________						_____________________
P. ROBOJI									DATE
DEPUTY DIRECTOR GENERAL: DEVELOPMENTAL LOCAL GOVERNMENT

_________________________						_____________________
V. MLOKOTHI									DATE
DEPUTY DIRECTOR GENERAL: CORPORATE MANAGEMENT

_________________________						_____________________
T.W. GWEBINDLALA								DATE
DEPUTY DIRECTOR GENERAL: TRADITIONAL AFFAIRS

_________________________						_____________________
G. GUMBI-MASILELA			           DATE
HEAD OF DEPARTMENT

APPROVED

________________________			                                                      ____________________
X. NQATHA			                                                                     DATE
MEMBER OF THE EXECUTIVE COUNCIL

                                                          12
DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
                 SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

1.    SDIP DEVELOPMENT APPROACH

1.1 Introduction

Over the years, the Department of Cooperative Governance and Traditional Affairs has been developing its SDIP
and Service Charter as matter of compliance. However, with the advent of the new Public Service Regulations
and the relevant guidelines, it has become necessary not only to comply with the regulatory framework in terms of
procedure and substance but also to continuously improve service delivery. Therefore, the purpose of this SDIP
is to develop an improvement plan that is practical, effective and resulting to continuous improvement of service
delivery and satisfaction to service beneficiaries.

Some of the weaknesses include but not limited to lack of meaningful consultation with key stakeholders, less
emphasis on quality, time and costs, lack of or very little benchmarking. The SDIP 2018/2021 seeks to improve on
these weaknesses and to comply fully with the regulatory framework.

One of the measures to address the weaknesses is to engage all key stakeholders in meaningful consultation and
involvement, address fully the concepts of quantity, quality, time and costs and strive for continuous improvement
of service.

1.2        Problem statement

At present, there has been a notable increase in public service delivery protests and poor financial management by
a number of municipalities. Furthermore, there is insignificant impact in the construction of Traditional Councils by
the Department as well as a high rate of initiation deaths.

To address the abovementioned service delivery challenges, the Department has identified four (4) key services as
top priority which are elaborated upon in paragraph 3.

1.3         Preparatory process

 NAME               BUSINESS UNIT                                  DESIGNATION                     GENDER   RACE
 M.C. Giyose        HR Organisational Transformation &             Director                        M        B
                    Planning
 W. Galli           Strategic Management                           Director                        M        C
 E. Vermaak         Monitoring & Evaluation                        Director                        M        W
 M. Ngam            Corporate Communications                       Director                        M        B
 N.A. Dlulane       Regional Coordination                          Director                        F        B
 L. Marwede         Organizational Development                     Deputy Director                 M        B
 M. Yotsi           Municipal Performance Monitoring               Director                        M        B
 A. Conradie        Service Excellence                             Senior Personnel Practitioner   F        W
 B. Gidi            Service Excellence                             Senior Personnel Officer        M        B

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DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
               SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

1.4      SDIP development approach
Consultation of the SDIP
STAKEHOLDERS                REASONS FOR CONSULTATION
Head of Department          To obtain her strategic perspective, commitment and support for the SDIP process
Strategic Management        To obtain input and advice in the selection of key services rendered by the
and Communication           Department
Services Chief
Directorate
Managers                    To obtain managerial perspective, commitment and support for the SDIP process
Staff                       To obtain their views and support for the SDIP process
Trade Unions                To comply with good labour relations practice and legislation
Other Government            To obtain views and guidance for the development of the SDIP
Departments (OTP)
DPSA                        To obtain views and guidance for the development of the SDIP

The following table outlines the plans which informs the development, implementation and the evaluation of the
SDIP:

PLAN                        OUTLINE
Communication Plan          The key message will be to seek agreement and the support from key stakeholders
                            through SMS meetings, Staff meetings, Electronic communication, High level meet-
                            ings and MuniMEC and the Management Labour Forum
Implementation Plan         The SDIP will be implemented through the Annual Performance Plan and Operational
                            Plan
Reporting Plan              Reports will be made as prescribed in the APP and OP
Monitoring Plan             Monitoring of effectiveness will done as prescribed by Monitoring & Evaluation Policy
Evaluation Plan             Assessment of impact will be done as prescribed by M&E and MECA
Change Management
Plan

2.      LEGAL MANDATE, LISTED SERVICES & SITUATIONAL ANALYSIS

2.1 Vision

         An integrated, capable, responsive and accountable local government and traditional institution system
         focusing on the needs of the community.

2.2 Mission

         To promote a developmental local state and traditional institutions that are accountable, focused on
         citizen’s priorities; capable of delivering high-quality services consistently and sustainably through Local
         Government and participatory democracy.

                                                           14
DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
                 SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

2.3		      Value Statement

Our values are people orientated and are based on the Batho Pele Principles.

 VALUES                         DEFINITIONS
 Consultation                   We always consult our customers on the level, quality and choices of the services we
                                offer.
 Quality                        We set high standards geared towards effective and efficient services delivery.
 Equality                       We shall give equal access to our services to all, with special emphasis on targeted
                                groups.
 Professionalism                We believe that our customers are entitled to be treated courteously and with the
                                highest level of professionalism.
 Highest ethical standards      We shall always maintain zero tolerance towards fraud and corruption
 Staff our greatest assets      We believe that our employees are integral to the success of the Department and we
                                will at all times endeavour to ensure that their organizational needs are satisfied.
 Responsiveness                 We pledge to respond speedily and effectively to the needs of stakeholders and
                                communities.

2.4 The legal mandate of the Department

2.4.1       Constitutional Mandates

The Constitution of South Africa, 1996 as amended provides the national overarching framework for the functionality
of all Government Departments in South Africa. Chapter 7 outlines the objectives and mandates in respect of Local
Government, as the following:

  2.4.1.1       To establish municipalities consistent with national legislation;

  2.4.1.2       To support and strengthen the capacity of municipalities;

  2.4.1.3       To regulate the performance of municipalities in terms of their functions listed in schedules 4 and 5 of
                the Constitution, 1996;

  2.4.1.4       To intervene where there is non-fulfilment of legislative, executive or financial obligations; and

  2.4.1.5       To promote Developmental Local Government

Regarding Traditional Leadership, the Constitution of South Africa, 1996 as amended states the following on
Recognition in Section 211:

The institution, status and role of Traditional Leadership, according to customary law, are recognized subject to the
Constitution.

A Traditional Leadership Institution that observes a system of customary law may function subject to any applicable
legislation and customs, which includes amendments to, or repeal of, that legislation or those customs.

The courts must apply customary law when that law is applicable, subject to the Constitution and any legislation
that specifically deals with customary law.

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DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
              SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

The roles of Traditional Leaders are spelt out in Section 212 of the Constitution of South Africa, 1996.

National legislation may provide for a role for Traditional Leadership as an institution at local level on matters
affecting local communities.

To deal with matters relating to Traditional Leadership, the role of Traditional Leaders, customary law and the
customs of communities observing a system of customary law:

National or Provincial legislation may provide for the establishment of Houses of Traditional Leaders; and National
legislation may establish a Council of Traditional Leaders.

2.4.2    Local Government Legislation

LEGISLATION                           DESCRIPTION
Municipal Structures Act, 1998 &      The Acts Provide for the establishment of municipalities in accordance with
                                      the requirements relating to and the types of municipalities.
2000 (Act 117 of 1998 and
                                      Provide for an appropriate division of functions and powers between
Amendment Act 33 of 2000)             categories of municipalities; and regulate the internal systems, structures
                                      and Office-bearers of municipalities.
Municipal Systems Act, 2000           Provides for the core principles, mechanisms, and processes that are
                                      necessary to enable municipalities to move progressively towards the social
(Act 32 of 2000)                      and economic up-liftmen of local communities and ensure universal access
                                      to the essential services that are affordable to all.
Municipal Finance Management          This Act aims to secure sound and sustainable management of the financial
                                      affairs of municipalities as well as to establish norms and standards against
Act, 2003 (Act 56 of 2003)            which the financial affairs can be monitored and measured.
Municipal Property Rates Act,         This Act aims to regulate the power of a municipality to impose rates on
                                      property, exclude certain properties from rating in the national interest, make
2004 (Act 6 of 2004)                  provision for municipalities to implement a transparent and fair system of
                                      exemptions, reduce and rebate through their rating policies, make provision
                                      for fair and equitable valuation methods of properties, make provision for an
                                      objection and appeal process and amend the Local Government.
Municipal Demarcation Act, 1998       Provides for the criteria and procedures for the determination of municipal
(Act 27 of 1998 as amended)           boundaries by an independent authority.
Disaster Management Act, 2002         This Act provides for integrated and coordinated disaster management
                                      focused on rapid and effective response to disasters and the reduction of
(Act 57 of 2002)                      disaster risk. It also provides for the establishment of Provincial and Municipal
                                      Disaster Management Centers.
Intergovernmental Relations           This act aims to establish a framework for National Government as well as
                                      Provincial Governments and municipalities to promote and facilitate inter-
Framework Act, 2005 (Act 13 of        governmental relationships and to provide mechanisms and procedures to
                                      facilitate the settlement of intergovernmental disputes.
2005)
Disaster Management Act, 2002         The Act provides an integrated and coordinated Disaster Management
                                      Policy that focuses on preventing or reducing the risk of disasters, mitigating
(Act 57 of 2002)                      the severity of disasters, emergency preparedness, rapid and effective
                                      response to disasters and post-delivery recovery. The establishment of
                                      National, Provincial and Municipal Disaster Management Centers; Disaster
                                      management volunteers and matters incidental thereto.

                                                          16
DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
                SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

2.4.3     Traditional Affairs Legislation

LEGISLATION                                                       DESCRIPTION
House of Traditional Leaders                                      Provides for the establishment of the House of
Act, 1995 (Act 1 of 1995)                                         Traditional Leaders.
Traditional Leadership and Governance Framework Act,              Provides for the functions and roles of Tradi-
2003 (Act 41 of 2003                                              tional Leaders.
Eastern Cape Traditional Leadership and Governance                Provides for the establishment of the Provincial
Act, 2017 (Act No 1 of 2017) EC                                   House of Traditional Leaders.
Eastern Cape Customary Male Initiation Practice Act,              HOTL
2016 (Act No. 5 of 2016)

2.4.4 Further Pieces of Legislation

2.4.4.1      Administration and Control of Townships in Black Areas Regulations.

2.4.4.2      Broad Based Black Economic Empowerment Act, 2003 (Act 53 of 2003)

2.4.4.3      Control of Access to Public Premises Act, 1985 (Act 53 of 1985)

2.4.4.4      Environment Impact Assessment Regulations: Implementation of Sections 21, 22, 26 of the Environment
             Conservation Act, 1998 (Act 107 1998)

2.4.4.5      Fire Brigade Services Amendment Act; 2000 (Act 14 of 2000)

2.4.4.6      Inter-governmental Relations Framework Act, 2005 (Act 13 of 2005)

2.4.4.7      Land Survey Act, 1997 (Act No 8 of 1997)

2.4.4.8      Land Tenure in Towns Regulations

2.4.4.9      Land Use Planning Ordinance 15 of 1985

2.4.4.10     Less Formal Township Establishment Act,1991 (Act 113 of 1991)

2.4.4.11     Municipal Act of 1985 (Ciskei)

2.4.4.12     Municipal Act of 1979 (Transkei)

2.4.4.13     Municipal Ordinance 20 of 1974 (Cape Provincial Administration)

2.4.4.14     Physical Planning Act 1991 (Act 125 of 1991)

2.4.4.15     Re-determination of the Boundaries of Cross-Boundary Municipalities Act, 2005 (Act 6 of 2005)

2.4.4.16     Townships Proclamation No R293 of 1962

2.4.4.17     Removal of Restrictions Act, 1967 (Act 84 of 1967)

2.4.4.18     Remuneration of Public Office Bearers Act,1998 (Act 20 of 1998)

2.4.4.19     State Information Technology Agency Act, 1998 (Act 88 of 1998)

2.4.4.20     Spatial Planning and Land Use Management Act 2013 (Act 16 of 2013)

2.4.4.21     Townships Ordinance 33 of 1934

2.4.4.22     Transfer of staff to Municipalities Act, 1998 (Act 17 of 1998)

                                                             17
DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
               SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

2.4.5   Transversal Legislation

TERM                                   DEFINITION
Basic Conditions of Employment Act,    To give effect to the right to fair labor practices referred to in section 23(1) of the
1997 (Act 75 of 1997 as amended):      Constitution, 1996 by establishing and making provision for the regulation of
                                       basic conditions of employment; and thereby to comply with the obligations
                                       of the Republic of South Africa as a member state of the International Labor
                                       Organization; and to provide for matters related therewith.
Employment Equity Act, 1998 (Act. 55   To promote equality, eliminate unfair discrimination in employment and to
of 1998):                              ensure the implementation of employment equity measures to redress the
                                       effects of discrimination; to achieve a diverse and efficient workforce broadly
                                       representative of the demographics of the Province of the Eastern Cape.
Labor Relations Act, 1995 (Act 66 of   To regulate and guide the employer in recognizing and fulfilling its role in
1995):                                 effecting labor peace and the democratization of the workplace.
Occupational Health and Safety Act,    To provide for the health and safety of persons at work and for the health
1993 (Act 85 of 1993):                 and safety of persons in connection with the use of plant and machinery; the
                                       protection of persons other than persons at work against hazards to health
                                       and safety arising out of or in relation with the activities of persons at work;
                                       to establish an advisory council for occupational health and safety; and to
                                       provide for matters related therewith.
Public Service Act, 1994 (Act 103 of   To provide for the organization and administration of the public service of
1994 as amended by Act 30 of 2007):    the Republic of South Africa, the regulation of the conditions of employment,
                                       terms of office, discipline, retirement and discharge of members of the public
                                       service, and matters related therewith.
Skills Development Act, 1998 (Act 97   To provide an institutional framework to devise and implement national,
of 1998)                               sector and workplace strategies to develop and improve the skills of the
                                       South African workforce; to integrate those strategies within the National
                                       Qualifications Framework contemplated in the South African Qualifications
                                       Authority Act, 1995; to provide for learner ships that lead to recognized
                                       occupational qualifications; to provide for the financing of skills development
                                       by means of a levy-grant scheme and a National Skills Fund; to provide for
                                       and regulate employment services; and to provide for matters connected
                                       therewith.
Public Finance Management Act, 1999    To regulate financial management in the National and Provincial
(Act 1 of 1999):                       Governments; to ensure that all revenue, expenditure, assets and liabilities
                                       of those governments are managed efficiently and effectively; to provide for
                                       the responsibilities of persons entrusted with financial management in those
                                       governments; and to provide for matters connected therewith.
Skills Development Levies Act, 1999    To provide any public service employer in the national or provincial sphere of
(Act 9 of 1999):                       Government with exemption from paying a skills development levy; and for
                                       exemption from matters related therewith.
Promotion of Access to Information     To give effect to the constitutional right of access to any information held
Act, 2000 (Act 2 of 2000):             by the State and any information that is held by another person and that
                                       is required for the exercise or protection of any rights; and to provide for
                                       matters related therewith.
                                       To give effect to the right to administrative action that is lawful, reasonable
                                       and procedurally fair and to the right to written reasons for administrative
                                       action as contemplated in section 33 of the Constitution of the Republic of
                                       South Africa, 1996; and to provide for matters incidental thereto.

                                                           18
DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
              SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

3.		 SERVICE DELIVERY IMPROVEMENT PLAN

3.1		   List of services provided by the Department

3.1.1   Provide legislation to provide support the functionality of municipalities and traditional leadership
        institutions;
3.1.2   Provide norms and standard frameworks;
3.1.3   Provide capacity building and technical support to municipalities and traditional leadership institutions;
3.1.4   Provide financial support to municipalities and traditional leadership institutions;
3.1.5   Provide oversight reports;
3.1.6   Provide intervention mechanisms.

3.2     Situational analysis

        The Department of Cooperative Governance and Traditional Affairs (COGTA) is mandated by the Constitution
        of the Republic of South Africa to support and strengthen the capacity of municipalities and Traditional
        Leadership Institutions to be able to manage their own affairs, exercise their powers and perform their
        functions.

        According to the Annual Performance Plan 2018 / 2019 of the Department, the stimulus for economic
        growth within the province still remains infrastructure. The provincial logistics network is particularly poor
        – with provincial road infrastructure being very poor. The provision and cost of utilities such as electricity,
        at municipal level needs to be strengthened to attract businesses / industry to EC. Water and Sanitation
        infrastructure remains a challenge with some provincial towns. Some municipalities still have a bucket
        system or no sanitation facility at all. Furthermore, poor alignment between IDPs and Sectoral Plans has a
        negative impact on Infrastructure Planning. Contract management is poor leading to diminished value for
        money in projects undertaken. The expenditure of infrastructure budgets continues to be a challenge and
        that leads to public intolerance, escalating public demands and increasing dependence on government.
        However, the department is extensively prioritizing the infrastructure development support to municipality
        together with spatial planning in order to realize social and economic development at a municipal level.

        According to the Statistics South Africa report State of Basic Service Delivery in South Africa: In-depth
        analysis of the Community Survey 2016 data (2016: 14), household access to piped water as their main
        source of water was highest in Western Cape (99%), Gauteng (97,4%) and Free State (96,2%), and lowest
        in Eastern Cape (75,1%) and Limpopo (79,9%). A large percentage of households in Eastern Cape (17,9%),
        KwaZulu-Natal (7,6%) and Limpopo (6,7%) still relied on unsafe sources of water.

        Composite Service Delivery Index

        The Infrastructure Quality index combines the individual index scores that were calculated for sanitation,
        water, refuse disposal and electricity in order to create an overall measure of service delivery across
        municipalities. This is done by creating a weighted average of the individual index scores.

                                                           19
DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
               SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

Table 9.1: Composite service delivery index scores by municipal category and province, 2016

                                                                      Index
                                                                                                  Service delivery
Municipal category              Sanitation        Water          Refuse removal   Electricity
                                                                                                      Index
Metro (A)                               4,7               4,5              4,5             4,6                 4,6
Secondary City (B1)                     4,4               4,3              4,0             4,6                 4,3
Large town (B2)                         4,3               4,0              3,9             4,5                 4,2
Small town (B3)                         4,3               4,0              3,6             4,5                 4,1
Rural municipality (B4)                 3,5               2,8              2,3             4,5                 3,3
Province
Western Cape                            4,8               4,6              4,7             4,8                 4,7
Eastern Cape                            4,1               3,3              3,2              4,4                3,8
Northern Cape                           4,3               4,1              3,9             4,6                 4,2
Free State                              4,4               4,3              4,1             4,7                 4,4
Kwa-Zulu Natal                          4,1               3,8              3,5             4,5                 4,0
North West                                   4            3,8              3,7             4,6                 4,0
Gauteng                                 4,7               4,5              4,5             4,5                 4,6
Mpumalanga                                   4            3,9              3,2             4,6                 3,9
Limpopo                                 3,6               3,3              2,6             4,7                 3,6
South Africa                            4,3               4,1              3,9              4,6                4,2

        The department, like all organizations is greatly affected by the macro environment. The political and
        economic factors, in particular the recent economic developments have had a profound impact on the
        Department. The political instability of the country has been one of the greatest threats as it has led to the
        country receiving a poor credit rating (so-called junk status) although there has been a slight improvement
        with the change of political leadership. One of the consequences of the downgraded credit rating is less
        disposable income and job security risks. This has led to a reduction of the budget of the department. It
        means the department has to do more with less. Therefore, decentralization of functions to districts and
        reduction of costs has to be expedited.

        An internal analysis of the department namely, the resources and capabilities in terms of strengths and
        weaknesses reveal the following situation:

3.2.1   Decentralization of functions is being implemented and given full support by Top Management;
3.2.2   Labour instability because the majority union in the department is not participating in formal and
        institutionalized labour structures;
3.2.3   Dwindling resources due to budget cuts as well as its suspect capabilities;
3.2.4   The Department has not yet conducted a skills audit of its employees and match it with its strategic
        objectives;
3.2.5   The operations management framework as outlined in the Public Service
        Regulations of 2016 has not been fully implemented.

                                                            20
DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
               SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

Therefore, during the development of this SDIP the Department has taken into account its strengths and weaknesses
visa n vis the ever-growing demand for continuous improvement of delivery of services and satisfaction to service
delivery.

3.3      Identification of key (main critical) services

3.3.1    Service Delivery Improvement Areas

3.3.1.1     List of services provided by the Department:
3.3.1.1.1   Legislation for functionality of municipalities and traditional leadership institutions;
3.3.1.1.2   Norms and standard frameworks;
3.3.1.1.3   Capacity building and technical support to municipalities and traditional leadership institutions;
3.3.1.1.4   Financial support to municipalities and traditional leadership institutions;
3.3.1.1.5   Oversight reports;
3.3.1.1.6   Intervention mechanisms;
3.3.1.1.7   Construction of Traditional Councils.

4.      SDIP IMPLEMENTATION, MONITORING AND REPORTING METHODS
The SDIP, as one of the key operating tools of the Department is aligned with the Annual Performance Plan 2018 -
2021 and as such it has been integrated into the Strategic Plan of the Department. Therefore, it will be implemented
simultaneously with the Annual Operational Plan and the Annual Performance Plan.

The SDIP will be monitored and reported on a quarterly basis through the prescribed reporting template.

5.      CONCLUSION

The Department of Cooperative Governance and Traditional Affairs is committed to fulfilling its mandatory obligations
as prescribed in the Constitution and other legislation. Furthermore, it commits itself to continue to improve all the
services it provides through improved integration and coordination of service delivery.

                                                            21
ANNEXURE A: SUPPORT THE PROVISION OF FREE BASIC SERVICES BY MUNICIPALITIES

     KEY SERVICE : 1                  SERVICE               PERFORMANCE AREA          BASE YEAR             PERFORMANCE        PERFORMANCE         PERFORMANCE
                                      BENEFICIARY                                     2017/2018            TARGET 2018/2019    TARGET 2019/2020    TARGET
                                                                                      PERFORMANCE                                                  2020/2021
                                                                                      LEVELS
     Provide capacity building        Municipalities        Support the provision     36                   36                  38                  38
     and technical support to                               of free basic services
     municipalities and traditional                         by Municipalities
     leadership institutions

     Process mapping & unit           Please refer to the attached MIS standard operating procedures
     costing
     Problem analysis and Prob-       Inadequate implementation of indigent policies to roll out free basic services by municipalities.
     lem statement
                                      Illegal provision of free basic services benefits to illegitimate households.
                                                                                                                                                                     SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

                                      Failure to collect enough revenue by municipalities.

22
                                      As a result of the above statement, the quality of services provided by municipalities are compromised.
     Professional Standards           MIS staff comprises of professional Civil and Electrical Engineers and therefore, standards/guidance are provided by the (1)
                                      South African Institute of Civil Engineering (SAICE) and (2) Engineering Council of South Africa (ECSA) respectively
     Legal Standards if applicable National Indigent Policy Framework
                                                                                                                                                                     DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

     (including standards operat- Provincial Indigent Policies
     ing procedures)               Indigent Policy
BATHO PELE PRINCIPLES
                       CURRENT 2017/18                       DESIRED: YEAR 1 (2018/19)             DESIRED: YEAR 2 (2019/20)             DESIRED: YEAR 3 (2020/21)
     Consultation      Quarterly Indigent Steering           Quarterly Indigent Steering           Quarterly Indigent Steering           Quarterly Indigent Steering
                       Committee meetings at local           Committee meetings at local           Committee meetings at local           Committee meetings at local level.
                       level.                                level.                                level.                                Quarterly Free Basic Services
                       Quarterly Free Basic Services         Quarterly Free Basic Services         Quarterly Free Basic Services         District Forums.
                       District Forums.                      District Forums.                      District Forums.                      Annual workshops with District
                                                             Annual workshops with District        Annual workshops with District        municipalities.
                                                             municipalities.                       municipalities.                       One on one sessions with
                                                             One on one sessions with              One on one sessions with              municipalities 1 x annually.
                                                             municipalities 1 x annually.          municipalities 1 x annually.          Municipality engagement on
                                                             Municipality engagement on            Municipality engagement on            request.
                                                             request.                              request.                              Use of Imbizo’s to local
                                                             Use of Imbizo’s to local              Use of Imbizo’s to local              communities when necessary
                                                             communities when necessary            communities when necessary
     Courtesy          Written acknowledgement               Written acknowledgement of            Written acknowledgement of            Written acknowledgement of
                                                                                                                                                                                  SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

                       of approval and rejection of          approval and rejection of the         approval and rejection of the         approval and rejection of the
                       the indigent applications as          indigent applications as well as      indigent applications as well as      indigent applications as well as the

23
                       well as the termination of the        the termination of the provision      the termination of the provision      termination of the provision of the
                       provision of the free basic           of the free basic services.           of the free basic services.           free basic services.
                       services.                             Sending of sms’s on the status        Sending of sms’s on the status        Sending of sms’s on the status of
                                                                                                                                                                                  DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

                       Sending of sms’s on the               of the indigent provision to          of the indigent provision to          the indigent provision to individual
                       status of the indigent                individual applicants.                individual applicants.                applicants.
                       provision to individual
                       applicants.
     Access            Service points in all the             Service points in all the             Service points in all the             Service points in all the townships.
                       townships.                            townships.                            townships.                            Satellite offices in the SASSA pay
                       Satellite offices in the SASSA        Satellite offices in the SASSA        Satellite offices in the SASSA        points.
                       pay points.                           pay points.                           pay points.                           Satellite offices in tribal offices in
                       Satellite offices in tribal offices   Satellite offices in tribal offices   Satellite offices in tribal offices   rural areas.
                       in rural areas.                       in rural areas.                       in rural areas.                       Payment and purchasing of
                       Payment and purchasing                Payment and purchasing of             Payment and purchasing of             electricity at the venders nearer to
                       of electricity at the venders         electricity at the venders nearer     electricity at the venders nearer     their residence.
                       nearer to their residence.            to their residence.                   to their residence.                   Accessing free basic services from
                                                             Accessing free basic services         Accessing free basic services         the cell phone and internet.
                                                             from the cell phone and internet.     from the cell phone and internet.
Information    Use of motorcade in the            Use of motorcade in the             Use of motorcade in the             Use of motorcade in the townships
                    townships and all residential      townships and all residential       townships and all residential       and all residential areas.
                    areas.                             areas.                              areas.                              Use of community radios to inform
                    Use of community radios to         Use of community radios to          Use of community radios to          the communities about free basic
                    inform the communities about       inform the communities about        inform the communities about        activities.
                    free basic activities.             free basic activities.              free basic activities.              Distribution of pamphlets and
                    Distribution of pamphlets          Distribution of pamphlets and       Distribution of pamphlets and       brochures in all social strategic
                    and brochures in all social        brochures in all social strategic   brochures in all social strategic   areas.
                    strategic areas.                   areas.                              areas.                              Use of social networks.
                                                       Use of social networks.             Use of social networks.             Constant consumer education
                                                       Constant consumer education         Constant consumer education         in partnership with key sector
                                                       in partnership with key sector      in partnership with key sector      departments.
                                                       departments.                        departments.
     Openness and   Advocacy and marketing             Advocacy and marketing of the       Advocacy and marketing of the       Advocacy and marketing of the
     Transparency   of the free basic services in      free basic services in schools,     free basic services in schools,     free basic services in schools,
                    schools, churches, social          churches, social gatherings, etc.   churches, social gatherings, etc.   churches, social gatherings, etc.
                                                                                                                                                                    SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

                    gatherings, etc.                   Use of customer services to         Use of customer services to         Use of customer services to inform
                    Use of customer services to        inform the community about          inform the community about          the community about the activities

24
                    inform the community about         the activities of the free basic    the activities of the free basic    of the free basic services.
                    the activities of the free basic   services.                           services.                           Use of Imbizo’s to local
                    services.                          Use of Imbizo’s to local            Use of Imbizo’s to local            communities when necessary
                    Use of Imbizo’s to local           communities when necessary          communities when necessary
                                                                                                                                                                    DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

                    communities when necessary
     Redress        Each municipality have             Each municipality have              Each municipality have              Each municipality have suggestion
                    suggestion boxes in strategic      suggestion boxes in strategic       suggestion boxes in strategic       boxes in strategic areas.
                    areas.                             areas.                              areas.                              Ward committee report back
                    Ward committee report back         Ward committee report back          Ward committee report back          meetings.
                    meetings.                          meetings.                           meetings.                           Individual mayoral report back
                    Individual mayoral report back     Individual mayoral report back      Individual mayoral report back      meetings.
                    meetings.                          meetings.                           meetings.                           Complaints registers in each
                    Complaints registers in each       Complaints registers in each        Complaints registers in each        municipalities units.
                    municipalities units.              municipalities units.               municipalities units.               Individual one on one meetings.
                                                       Individual one on one meetings.     Individual one on one meetings.     Individual explanatory letters
                                                       Individual explanatory letters      Individual explanatory letters
Value for money   Accurate dissemination        Accurate dissemination of         Accurate dissemination of         Accurate dissemination of
                       of information to the         information to the communities.   information to the communities.   information to the communities.
                       communities.                  Effective and efficient use       Effective and efficient use       Effective and efficient use of tax-
                       Effective and efficient use   of tax-payer’s revenue by         of tax-payer’s revenue by         payer’s revenue by municipalities.
                       of tax-payer’s revenue by     municipalities.                   municipalities.                   Improve management of indigent
                       municipalities.               Improve management of             Improve management of             registers.
                                                     indigent registers.               indigent registers.
     Human Resources   9                             11                                11                                11
     Cost              R439 000                      R265 000                          R834 500                          R439 000
     Time              Annually                      Annually                          Annually                          Annually
                                                                                                                                                               SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

25
                                                                                                                                                               DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
ANNEXURE B: IMPROVE INFRASTRUCTURAL SPENDING BY MUNICIPALITIES
     KEY SERVICE : 2                SERVICE BENEFICIARY       PERFORMANCE AREA      BASE         YEAR PERFORMANCE TAR- PERFORMANCE TAR- PERFORMANCE TAR-
                                                                                    2017/2018 PERFOR- GET 2018/2019    GET 2019/2020    GET 2020/2021
                                                                                    MANCE LEVELS

     Provide financial support      Municipalities            Improve infrastruc-   36                    36                   36                    36
     to municipalities and tra-                               tural spending by
     ditional leadership institu-
                                                              Municipalities
     tions

     Process mapping & unit         Please refer to the attached MIS standard operating procedures
     costing
     Problem analysis and           Lack of Technical capacity & poor planning.
     Problem statement              As a result of the above statement, the quality of services provided by municipalities are compromised.
     Professional Standards         MIS staff comprises of professional Civil and Electrical Engineers and therefore, standards/guidance are provided by the (1)
                                    South African Institute of Civil Engineering (SAICE) and (2) Engineering Council of South Africa (ECSA) respectively
                                                                                                                                                                           SERVICE DELIVERY IMPROVEMENT PLAN 2018/21

     Legal Standards if appli-      National Indigent Policy Framework
     cable( including standards     Provincial Indigent Policies

26
     operating procedures)          Indigent Policy

     BATHO PELE PRINCIPLES
                                                                                                                                                                           DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

                              CURRENT 2017/18                     DESIRED: YEAR 1 (2018/19)            DESIRED: YEAR 2 (2019/20)           DESIRED: YEAR 3 (2020/21)
     Consultation             Pre district appraisal              Pre district appraisal committee,    Pre district appraisal committee,   Pre district appraisal
                              committee, PMISD: Provincial        PMISD: Provincial Municipal          PMISD: Provincial Municipal         committee, PMISD:
                              Municipal Infrastructure            Infrastructure Service Delivery      Infrastructure Service Delivery     Provincial Municipal
                              Service Delivery                    DWIF: District Wide Infrastructure   DWIF: District Wide                 Infrastructure Service
                              DWIF: District Wide                 Forum                                Infrastructure Forum                Delivery
                              Infrastructure Forum                                                                                         DWIF: District Wide
                                                                                                                                           Infrastructure Forum
     Courtesy                 Offering assistance to              Offering assistance to               Offering assistance to              Offering assistance to
                              municipalities to avoid             municipalities to avoid stopping     municipalities to avoid stopping    municipalities to avoid
                              stopping and re-allocation of       and re-allocation of MIG funding.    and re-allocation of MIG            stopping and re-allocation of
                              MIG funding.                                                             funding.                            MIG funding.
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