Constitutional Mandate The mandates of the Department of Cooperative Governance and Traditional Affairs are embodied in the following Sections of the Constitution, 1996:
- Section 139 provides for provincial intervention in local government. This intervention in municipalities, includes the issuing of directives, and managing interventions by the Provincial Executive Council in accordance with the provisions of section 139(1) (a), (b) and (c);
- Section 154 determines that provincial governments must provide support and strengthen the capacity of municipalities to manage their own affairs, to exercise their powers and to perform their functions in accordance with the provisions of section 154(1) and (2);
- Section 155(5) and (6) determines the types of municipalities in KwaZulu-Natal, and establishes municipalities in KwaZulu-Natal, thereafter the Municipalities, by legislative and other measures, must be monitored and supported, in addition to which the Department must promote the development of local government capacity, to enable municipalities to perform their functions and manage their own affairs; and
- Section 155 (7) stipulates that provincial governments have legislative and executive authority to see to the effective performance by municipalities of their functions in respect of matters listed in Schedules 4 and 5, by regulating the exercise by municipalities of their executive authority referred to in section 156(1).
- Chapter 12 of the Constitution of the Republic of South Africa, 1996 recognises the institution of traditional leadership and emphasises the significant role it plays in preserving the customs of traditional communities. It further defines the institution as an organ of state which justifies its place in the democratic dispensation especially in relation to governance issues.
COGTA envisages “People Centred sustainable Co-operative governance”.
“KZN COGTA will coordinate and foster cooperation amongst governance institutions and build capacity to accelerate delivery of high quality services to communities”.
|Transparency, integrity, professionalism and objectivity
|Allowing service beneficiaries and staff to ask questions and responding to their enquiries honestly, frankly and timeously.
|A high standard of fiscal discipline and accountability
|All expenditures are accounted for and be aligned to departmental objectives.
|Value for money
|Adding value to the lives of service beneficiaries.
|Open communication and consultation
|Listening to, taking account of the views and paying heed to the needs of service beneficiaries, when deciding what services should be provided.
|Respect for staff and investment in them as a valued asset
|Treating staff with consideration and respect and assigning development programmes in line with the Department’s objectives and providing a wellness programme.
|Recognition of performance excellence
|Rewarding and recognising staff for good performance.
|Service excellence through teamwork, sound planning and committed implementation
|Support programmes developed by the Department are designed and monitored to impact on service beneficiaries.
Structure of the department. An organogram of the department is provided, linking to more information about business units, with information about managers, functions and responsibilities of units.