Hon Chairperson, Ministers and Deputy Ministers present, chairperson of the select committee and the other delegates, the leadership of the SA Local Government Association, Salga, senior leaders of our Public Service, our royal and indigenous leaders present, ladies and gentlemen, we present this budget today for consideration by the NCOP. This is just a few weeks before we present to the nation a report on the state of local governance after we adopted the Local Government Turnaround Strategy in 2009.
In terms of this strategy, we sought to do things differently in order to build greater confidence between the people and the municipalities, as well as to create and sustain a local government system that is positively responsive to the needs of the people; one that is efficient, effective, developmental and accountable in terms of its commitments and also in implementing the electoral mandate. We view this budget as an enabler for the Ministry to steer the programmes of action for the Department of Co-operative Governance and Traditional Affairs, Cogta, and the Municipal Infrastructure Support Agency, as well as to fast-track reaction in dealing with questions related to natural disaster relief interventions. Accordingly, the Department Co-operative Governance has been allocated an amount of R56,12 billion, which is inclusive of transfers to municipalities in the form of grants.
Through the Department of Co-operative Governance and Traditional Affairs, we amended the Local Government: Municipal Systems Act to provide for the professionalisation of the municipal governance systems. In this regard, we addressed tendencies where municipal workers could be hired and fired indiscriminately. We did so by ensuring that the hiring should be done in compliance with the minimum competency requirements and that officials should be treated according to professional prescripts.
We provided for the issuing of a declaratory note by any MEC in order to remedy situations where reasons may prevail for the reversal of the appointment of senior managers in municipalities where the authorities may have violated the provisions of enabling legal instruments.
The amendment provided for the depoliticisation of municipal services by barring senior managers in our municipal services from holding political offices of influence, such as being chairperson, deputy chairperson, secretary, deputy secretary, treasurer or any related position in the structure of any political organisation. We did so to avoid situations of the blurring of roles, as some of these officials would pull rank at the slightest provocation and frustrate the functioning of municipalities, using their so-called political clout.
This amending Act also paved the way for local government to participate in a single Public Service dispensation. It has not been an easy ride; it was rough, rugged and slippery. That explains why it is only now that we have crossed one hurdle in the promulgation of the regulations that seek to interpret the amending Act.
We led the amendment of the Municipal Property Rates Act with a view to providing for the strengthening of the local government system by boosting the sustainability of municipalities through the payment of rates. We worked together as the three spheres of government to promote good governance in our municipalities through mutual support.
A case in point is the support provided to the Nelson Mandela Bay Metropolitan Council in the Eastern Cape, where the MEC sent a team to assist the municipality in terms of section 154 of the Constitution. We continue to support these municipalities as we speak. We are dealing with tendencies that seek to undermine the professional functioning of that municipality.
Along the same lines, we provided close support to the Swellendam municipality in the Western Cape. We are also assigning officials to do the same in Oudsthoorn - we are dispatching them tomorrow to take care of that situation and to work together as the three spheres.
Another illustration that good governance is possible if the spheres co- operate with one another and Cogta plays its central role is the Madibeng municipality in the North West province. Here we are currently assisting the municipality to implement a financial recovery plan and a tailor-made turnaround strategy. All these were introduced as part of the close-out report of the administrator at the end of the section 139 intervention.
Unfortunately we have witnessed a high number of protests in recent years, even higher than when we adopted the turnaround strategy. We continue to address matters related to these protests. Situations we have attended to include Sterkspruit in the Eastern Cape, where the community embarked on a so-called shutdown of businesses and schools and blocked the provision of much-needed municipal services and other related activities. These situations could have been avoided. Through our interventions, we introduced a peaceful process for handling matters, called Project Marumofase. We got all stakeholders to give peace a chance. Unfortunately, just as the situation was becoming manageable, spoilers shifted the goalposts and plunged the community into chaos again. We continue to deal with the situation.
It is in dealing with situations like these that we need each other, as leaders in the country, to put our heads together, lest it become too late for us all. I want to thank some of the leaders of political parties who have been to Sterkspruit to bring exposure to the real situation. Of course, there were those who went there with opportunistic intentions, thinking they would go there and provide a solution to the question, only to encounter the reality. Then they call us, saying the only way to deal with the issues there is the way that we were following - providing leadership.
I can share with the House - as those leaders who have been there can - that there is more to the situation than meets the eye. You just need to be there - and be there seriously - listen to the people and engage. Then you should draw a line to distinguish between whether you are really dealing with so-called service delivery-related protests or with opportunistic tendencies.
We are managing the situation, being mindful, of course, of those who would like to take advantage of such situations and play the -holier than thou| game. But thankfully, when they are confronted with the reality, they realise that the only way to handle this - as I said - is to join those who are dealing with these matters correctly. Zamdela is another example where something that could have been avoided resulted in a serious confrontation and the total collapse of order in the community for some days.
To add salt to the already bleeding wound of violent protest, we have the new style of protest in the Western Cape, swa ku chelana hi mahuma [throwing human faeces at one other]. People are taking it too far if they consider that to be a suitable form of protest in an open and democratic society such as ours.
Among other interventions, we have decided to convene a dialogue focusing on service delivery protests and violence, to be held before the end of July 2013. In the context of this dialogue, we have to debate whether it is desirable to damage property such as schools and libraries as an expression of dissatisfaction about the provision of other services. We believe that it is not.
Cogta has been allocated an amount of R105 million to continue with its agenda of further transforming the institutions of traditional rule and governance. We continue to deal with matters related to leadership disputes and claims as a way of completing the programme of removing the distortions brought about by the years of colonialism and apartheid. In 2011, when the new commission was appointed, it had a total of 1 244 disputes and claims to process. Unlike the Nhlapo Commission, the new commission has provincial committees that assist with expediting the finalisation of these claims.
During 2012-13, 249 of the 1 244 traditional disputes and claims were finalised in the provinces, as follows: Mpumalanga, 49; Limpopo, 72; Eastern Cape, 42; North West, 25; KwaZulu-Natal, 44; and nationally - that is, cases dealing with kingship and queenship - 19.
It should be noted that when these cases are being considered, such consideration takes place side by side with cases that have been finalised by the Nhlapho Commission, some of which are still being challenged in courts of law. One such case is that of the Vhavenda kingship, and King Toni Mphephu Ramabulana won his case on 30 May 2013. I want to take this opportunity in this House to say congratulations, Vho Khosi-Khulu. [Applause.]
We continue to facilitate cultural tolerance and social cohesion, as well as the promotion and protection of the rights of cultural, religious and linguistic communities. On this point, allow me to indicate that we recently held an indaba on male initiation, with the theme, -Promoting healthy, safe and sustainable initiation practices|. At the indaba, we identified a 12-point programme of action for advocacy and management: a governance mechanism, the functions of co-ordinating committees, the management of initiation schools, the prohibition of forced attendance, age and consent, the season for initiation, discipline management, a structure and guidelines for fees, an initiation curriculum, the nature and role of traditional surgeons, and nutrition, as well as medical and emergency arrangements.
Hi rhandza ku rhamba swirho swa Huvo leyo hlawuleka leswaku hi tixaxameta na pfhumba leri ku tlakusa vutihlamuleri eka timhaka hinkwato leti khumbanaka na vuhlayiseki bya vana engomeni hi ku humelerisa pfhumba leri ra magoza ya 12. Loko hi ri etihofisini ta tindhawu ta laha hi tirhelaka kona hi nga tumbeli loko va ku ngoma yi yimile hala. Hambi loko hi ri hava switifikheti swa vululameri a hi tshineleni. I vutihlamuleri bya hina tanihi varhangeri... (Translation of Xitsonga paragraph follows.)
[We would like to call upon members of this special House to align themselves with this programme to promote accountability in all the matters concerning the safety of children in the initiation school by advocating this 12-point programme of action. When we are in our constituency offices, let us not hide whenever we hear that there is an initiation school which has been started somewhere. Even if we do not have accreditation certificates, let us draw nearer. It is our responsibility as leaders ...]
... so that we can deal with cases and provide leadership according to these 12 points of action. The issues around traditional affairs are not easy matters. We still have a long way to go to deal with all the outstanding matters. We are looking forward to that challenge, hence we are prioritising the following areas. Firstly, we need to give full effect to the provisions of the Traditional Leadership and Governance Framework Act and ensure that traditional councils are established and functional. Secondly, we need to perfectly align the functioning of our traditional leaders with the structures of local government. Thirdly, we need to remove the grey areas where there is no clarity in the Constitution on the roles and functions of headmen and headwomen. Fourthly, we need to finalise the debate on the right strategic location for the Houses of Traditional Leadership when it comes to the establishment of what is referred to as the third chamber and its legally defined reference mechanisms and executive functions. Fifthly, we need to establish a baseline position for dealing with matters of traditional leadership through established traditional structures. Lastly, we need to give effect to the deserved recognition of the role of the Khoi and San people. To this end, we have assigned a dedicated team, led by the Director-General of Cogta, to deal with all these matters and to report progress by September 2013 - this year.
The Municipal Infrastructure Support Agent, Misa, has been allocated an amount of R252 million to continue providing the necessary technical and professional support to enhance the capacity of our municipalities to deliver services. By the end of March 2013, Misa had deployed 68 technical consultants and 24 service providers that support 100 priority municipalities. During the 2012-13 financial year, Misa technical consultants accelerated 862 infrastructure projects, amounting to R12,7 million in value. A total of 36 005 jobs were created through Misa.
The Community Work Programme, CWP, has been allocated an amount of R1,6 billion. Since inception, the programme has created employment opportunities to over 204 000 people and our focus is on youth and women. For 2014-15 and 2015-16, the programme has been allocated R2,4 billion and R2,5 billion respectively. We want to make use of these allocations to upscale our target so that we reach the 1 million mark in terms of creating access to job opportunities.
As government, we are running this programme in partnership with three lead agents: the Mvula Trust, Lima and Teba Development. I want to state that these three lead agents and the programme itself, as well as access to benefits that the workers are entitled to, have been out in the public discourse. Issues have been raised about challenges in the operation of these agents and related activities. We then lodged an investigation, which is about to be concluded. As far as we are concerned, when we deal with issues of ensuring clean governance, we are saying that no stone will be left unturned.
A fund has been set aside to deal with disaster relief. It is meant to address the needs of provinces and municipalities in case of natural disaster. The allocation for 2013-14 is R534,6 million. The National Disaster Management Centre has been managing reactions to disaster, operating under the stewardship of Cogta. We have started the process of having the centre registered as a government component with a view to expediting reaction mechanisms to incidents of disaster.
We continue to say that, since the advent of the Local Government Turnaround Strategy, local government is everybody's business; we should be part of it and be serious about it. We have been saying and continue to say that when we refer to institutions of traditional rule, we say, -My traditional institution, my pride and my heritage|.
Of course, when we were creating Misa as a government component and a special-purpose vehicle, which was one of the objectives of the turnaround strategy, we said that one day Misa would be up and running and we would see the result. Now Misa is up and running, and that is why we coined the message, -My Misa, our success|.