COGTA ANNUAL REPORT 2020
Provide reasons for all deviations • Merafong was not supported with the development of the Capital Expenditure Framework due to the late appointment of service provider. Emfuleni was not supported with repairs and maintenance on sewer pump stations because the Department could not finalise the arrangements in time for transfer of funds to the Implementing Agent ERWAT. Strategy to overcome areas of under performance • The CEF project has been rolled-over to the 2020/21 Financial Year with a revised project plan. The Department will work with the Department of Water and Sanitation to assist municipalities with repairs and maintenance on sewer pump stations. • •
Changes to planned targets •
No indicators were changed during the financial year.
Linking performance with budgets •
The programme was allocated a total budget of R164 202 000 during the reporting period, of which R120 978 000 was spent. This is 74% of the total budget allocated. The highest contributor to under expenditure in this programme was R20 000 000 budgeted to support Emfuleni with sewer issues. The funds were meant to be paid directly to ERWAT to effect repairs on the said sewer; however, due to several technicalities, Ekurhuleni Metropolitan Municipality, who is the only shareholder, refused to accept the funding resulting in no expenditure. In agreement with the Provincial Treasury, the funds will be re-allocated to the Department during the following reporting period.
2018/2019
2019/2020
Actual Expenditure
Actual Expenditure
Final Appropriation
(Over)/Under Expenditure
Final Appropriation
(Over)/Under Expenditure
Development and Planning
R’000
R’000
R’000
R’000
R’000
R’000
Land Use Management
-
-
-
-
-
-
IDP Coordination
9 084
8 046
1 038
11 085
8 915
2 170
Disaster Management
105 637
105 007
630
110 437
92 450
17 987
Municipal Infrastructure
59 941
58 271
1 670 3 338
42 680
19 613
23 067 43 224
Total
174 662
171 324
164 202
120 978
4.4. Programme 4: TRADITIONAL LEADERSHIP
Strategic Objective 15: To support co- operative governance between the three spheres of government through effective intergovernmental relations.
•
The function of this programme is to promote and facilitate viableand sustainable traditional institutions, and to support and enhance the capacity of traditional leadership and local governance institutions. The key performance areas are: Traditional Institutional Administration, Traditional Resource Administration, Rural Development Facilitation and Traditional Land Administration. The objective to be achieved under this programme include the following: Strategic Objective 14: To improve the quality of management and administrative practices in support of Traditional Leadership. •
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 57
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