COGTA ANNUAL REPORT 2020

action plans will be monitored through engagements with municipalities and other stakeholders such Auditor General, national CoGTA, Treasury, SALGA and IMFO. The engagements enable Municipalities to report on progress made in addressing AGSA findings, as well as progress towards achieving clean audits. They further allow stakeholders to present progress made in supporting municipalities to achieve clean audits. The Department will continue to monitor and support the functionality of the Statutory IGR Structure in the province. Secretariat support will be provided to the structures and 30% of decisions taken by the structures will be implemented. Fighting corruption The fight against corruption is a fight that the country cannot afford to lose. Eleven municipalities will be monitored on the extent to which anti-corruption measures are implemented. The municipalities will alsobe supportedon ethics and integritymanagement to change the organisational culture of municipalities including the administrative and political leadership as well as the staff members. The project aims to assist municipalities to adapt their strategies and action plans to the Municipal Integrity Framework. Capacity Development Eleven municipalities will be supported with capacity building intervention in Accountability and Ethical Conduct. This is so that officials meet the prescribed minimum competency requirements and councilors are able to fulfil their governance obligations, in terms of providing services to the community. Emfuleni LM will be supported with Legal services in Labour Relations Law and Related Litigation; the municipality will also be supported with Organisational Structure and institutional review. Sedibeng and West Rand municipalities will be supported with technical skills through MISA/COGTA/Multidisciplinary teams in engineering and town planning. Financial Viability Revenue Experts will be deployed to Lesedi, Emfuleni and Merafong City LMs to support the municipalities in developing an Integrated Revenue Enhancement and Debtors Management strategy. The initiative will support municipalities to put systems and mechanisms in place to facilitate collection of debt owed to them. Municipalities need to have financial stability for them to be able to deliver the critical services to citizens.

Community Development CDWs play a role in identifying various service delivery cases in the communities through door to door visits, observation and other consultation fora. The CDW programme will assist in facilitating the activation of the hub structure of the ward-based war rooms. The Department will coordinate sector departments at the hub level to ensure that they are represented. The coordination will also ensure participation by departments in the development of district plans for implementation at the ward level. Thirty Ward Based War Room Civic awareness campaigns on the fight against COVID-19 will be carried out in the provincial regions and 30 voter education Stakeholder engagement campaigns will also be implemented in the regions. Disaster Management The Department has successfully re-established the Provincial Disaster Management Centre (PDMC). The centre supports, monitors, and develops disaster plans for the sector departments and municipalities. The PDMC also support Municipal Disaster Management Centres to remain functional; 5 centres will be supported in the following Financial Year. The Department will draft 1 fire and rescue bylaw and complete 1 Level 1 and 2 Disaster Management plan in 20/21 Financial Year. Traditional institutional Management Gauteng Province has two recognised traditional communities, namely: Amandebele Ndzundza Sokhulumi traditional community under the leadership of Inkosi MP Mahlangu, who are situated in Sokhulumi; and Amandebele Ba Lebelo traditional community, under the leadership of Kgosi KC Kekana situated in Hammanskraal, Majaneng. In 2017, the Department recognised four headmen in the Amandebele ba Lebelo traditional community in line with legislative prescripts. The positions existed before the moratorium but were not filled. Unfortunately, the same recognition could not be granted in the case of the Amandebele Ndzundza Sokhulumi on account of the national moratorium on the recognition of new leadership positions, particularly the position of headman. The support to Traditional Councils will still be focused on assisting them to perform their functions in adherence to legislative prescripts and enhanced accountability. The Department has been able to resolve succession claims/disputes and this is done

G A U T E N G P R O V I N C I A L G O V E R N M E N T I C O- O P E R A T I V E G O V E R N A N C E A N D T R A D I T I O N A L A F F A I R S ANNUAL REPORT 2019/20 13