COGTA ANNUAL REPORT 2020

Provide reasons for all deviations • 3 Municipalities with functional statutory council committees was not achieved due to delays in the implementation of the project. Strategy to overcome areas of under performance • The service provider has provided a catch up plan to ensure the project is back on track.

Linking performance with budgets •

The programme spent an amount of R232 077 000 out of the allocated budget of R236 228 000. The under-expenditure represents an average of 2% or R4 151 000 in nominal terms. The under-expenditure of 2% or R4 000 000 relates to mainly savings made from budgeted data and cellphone costs budgeted for Community Development Workers (CDW). Due to attrition mostly from death, a number of CDW currently employed is 350 compared to the required number of 570. Put otherwise, a 39% vacancy rate for CDW resulted in savings of R4 000 000 on cellphone and data contracts.

Changes to planned targets • None.

Sub-programme expenditure

2018/2019

2019/2020

Actual Expenditure

Actual Expenditure

Final Appropriation

(Over)/Under Expenditure

Final Appropriation

(Over)/Under Expenditure

Local Governance

R’000

R’000

R’000

R’000

R’000

R’000

Municipal Administration

12 580

12 524

56

15 463

15 161

302

Municipal Finance

9 473

9 273

200

11 158

11 154

4

Public Participation

161 206

155 049

6 157

174 951

172 051

2 900

Capacity Development

14 081

13 702

379

18 371

18 367

4

Municipal Performance Monitoring, Reporting and Evaluation

14 821

14 270

551

16 285

15 344

941

Total

212 161

204 818

7 343

236 228

232 077

4 151

4.3. Programme 3: DEVELOPMENT AND PLANNING This programme seeks to coordinate, facilitate and promote integrated development and planning in municipalities to ensure that varieties of services are delivered in an integrated and sustainable manner. It facilitates andcoordinates processes towards ensuring the municipal IDPs are credible, implementable, and aligned to national and provincial outcomes, plans, and strategies. Coordination and support is provided for the implementation of the National Disaster Management Act and framework to ensure the effective management of disaster at National, provincial, and local level within this programme. In addition, it also ensures the accelerated delivery of municipal basic service and infrastructure delivery to

meet national targets.

Key objectives that fall within this programme include the following: • Strategic Objective 11: To provide support to Mega Human Settlement projects, municipal infrastructure projects, and the IDP process. Strategic Objective 12 : To reduce bureaucratic Red Tape in Gauteng to improve government efficiency and customer experience. To improve the Gauteng City Region’s (GCR) ability to reduce risk and respond to disasters. • • Strategic Objective 13:

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 51