Department of Rural Development and Land Reform Strategic Plan 2015-2020

1. Communal Land Bill, 2015 The Bill seeks to provide for – The bill is in the final stages of (a) the regulation of communal land; drafting (b) legal security of tenure by transferring communal land, including KwaZulu-Natal Ingonyama land, to communities and members of communities; (c) the administration of communal land by communities; (d) communal land administration committees and households forums; (e) land rights enquiries; (f ) the establishment of the Communal Land Board; (g) the amendment and repeal of certain laws.

2. Regulation of Land Holdings The Bill will provide for – Awaiting the pre-certification Bill, 2015 (a) the disclosure by landowners of their opinion from the Office of the nationality, race and gender; Chief State Law Adviser where (b) the circumstances under which foreign after the Bill will be submitted persons may own and / or have access to to Cabinet for approval for land; publication for public (c) the establishment and maintenance of a comment. register of land ownership; (d) the submission of information on public land; (e) the establishment and composition of the Land Commission; (f ) the resolution of disputes over situations in which two or more title deeds have been issued in respect of the same parcel of land; and

3. Communal Property It is intended to amend the Communal The Bill is being processed Associations Amendment Property Associations Act, 1996, so as to through the various DG Bill, 2015 redefine the kind of communities and clusters and will be submitted persons to whom the provisions of the Act to Cabinet for approval for apply. It is further intended to clearly define publication and public the nature and substance of the report on comment. communal property associations that has to be tabled in Parliament.

4. Extension of Security of The proposed amendments are derived from Once the RIA is finalised, the Tenure Amendment Bill, 2015 the wider draft policy on Land Tenure proposals will be considered Security with respect to commercial Farming and the Bill will be amended, areas. The Bill aims to find lasting solutions to where applicable, and then tenure insecurities in these areas by taken through the DG Clusters, combining land redistribution measures Cab Committee and then within effective legal protection and dispute Cabinet for tabling to mechanisms. Parliament. This bill will be processed during 2015.

5. Electronic Deeds Registration The Bill will provide for an electronic deeds The Bill will be submitted to Bill, 2015 registration system Cabinet for approval for publication for public comment. Strategic Plan • 2015-2020 13 2.3 POLICY MANDATES The strategic thrust, also set out in the Green Paper, is that land reform should be pursued with The department has made significant progress minimal disruption to food production. in policy development since the adoption of the CRDP in 2009 and the Green Paper on Land Reform The department has defined land reform to be in August 2011 by Cabinet. The implementation of inclusive of the following four functions or pillars: the CRDP, together with extensive consultations i. Restitution of land rights on the Green Paper on Land Reform, resulted ii. Redistribution of land; in the development and approval of a range of iii. Land tenure reform; and, policies in August 2012. iv. Development of the land. During the 2015-2020 period, the department The principles underpinning land reform are will finalise the outstanding policies and also three-fold: initiate others in order to execute its mandate. The Minister has internally approved some policies i. Deracialisation of the rural economy for internal operational guidance and in framing ii. Democratic and equitable land allocation policies that will proceed towards legislation. and use across gender, race and class; and; iii. Strict production discipline for guaranteed The goal of the rural development and land national food security reform policy is to stimulate rural revitalisation, rural employment, social cohesion, prosperity, full With this understanding, the rationale of the employment, shared growth and relative income individual policy reforms can be framed as follows: equality. Bill Strategic Focus Status 1) SCALE-UP Re-opening of land claims 1. Address the land needs of those who could not meet LAND ACCESS in the Commission of the December 1998 cut-off date for lodgement of claims. Restitution of Land Rights 2. Address the land plight of descendants of the Khoisan and general recognition of Heritage sites and historical land marks.

3. Make land available to beneficiaries, and, in exceptional cases, for pre 1913 Claims. Establish an Office of the 1. Introduce just and equitable valuation of land identified Valuer-General through the for restitution; Property Valuations Bill. 2. Effectively pay less for land than in the past and make more resources available to access more land.

3. Provide valuations in support of offers to purchase and expropriation. Agricultural Land Holdings 1. Introduce upper and lower limits to agricultural land Policy Framework holding sizes.

2. Employ scientific and participatory determinations to sizes.

3. De-incentivise land hoarding and speculation.

4. Promote productive and sustainable use of land. Policy on Strengthening 1. Secure the residential tenure of the farm-dweller/worker Relative Rights of People 2. Enable him/her to sell his/her labour-power across the Working the Land fence, without fear of eviction

3. Strengthen his/her bargaining power in advancing worker rights and improving his/her conditions of living District Land Committees 1. Enhance broad participation of stakeholders like Policy municipalities, farmers, beneficiaries on land redistribution matters

2. Strengthen the bottom-up approach towards land redistribution

3. Accelerates land redistribution by ensuring that matters are dealt with at a district level Strategic Plan • 2015-2020 14 Bill Strategic Focus Status 2) ENHANCE LAND State Asset Lease and 1. Create a single system for state land lease and disposal. DEVELOPMENT Disposal Policy 2. Determine beneficiaries for policy application. THROUGH 3. Promote certainty on secure tenure state-land. TENURE 4. Enable investment and development of such lands. REFORM 5. Promote development imperatives of government. Draft Land Tenure Security 1. Address tenure insecurity of farm dwellers, farm workers Policy for People Working and their families. and Living on Commercial 2. Establish a Land Rights Management Board and local Farms Land Rights Management Committees to address land tenure insecurity and development in commercial farming areas.

3. Avert illegal evictions.

4. Promote on-and-off commercial farm settlements and access to productive commercial farm land

5. Determine certainly in land rights and accesses for productive use.

6. Anchor the programme on a rights awareness (communications and education) programme. Draft Communal Land 1. Address tenure insecurity in communal land areas. Tenure Reforms 2. Promote communal tenure with institutionalized use rights.

3. Clarify roles amongst key stakeholders and determine authority and responsibility.

4. Create an enabling institutional framework to affirm and/or register rights to various land portions;

5. Create an enabling institutional environment for investment and development.

6. Access additional land to decongest the communal areas and rehabilitate damaged lands.

7. Catalyse rural development by targeting 25 farms per affected province for the decongestion effort. Draft Land Holdings Policy 1. To provide for – in South Africa (a) the disclosure by landowners of their nationality, race and gender; (b) the circumstances under which foreign persons may own and/or have access to land; (c) the establishment and composition of the Land Commission; (d) the resolution of disputes in respect of circumstances where two or more title deeds have been issued in respect of the same parcel of land; and (e) the establishment and maintenance of a register of land ownership.

3. SUPPORT Rural Development Policy 1. Build on four years of implementation of the PRODUCTIVE Framework Comprehensive Rural Development framework. USE OF LAND 2. Build on household capabilities.

3. Promote social and economic infrastructure.

4. Deploy resources of the Animal and Veld Management, River Catalytic, Enterprise Development and Industry Development programmes.

5. Promote youth’ active involvement in development.

6. Promote clear rights in land.

7. Incentivise development through a Rural Investment and Development Finance Facility.

8. Coordinate development through a rural development agency. Strategic Plan • 2015-2020 15 Bill Strategic Focus Status

3. SUPPORT Recapitalisation and 1. Recapitalise farm projects that were challenged as a PRODUCTIVE Development Programme result of constrained beneficiary and project support. USE OF LAND 2. Promote project development and productivity.

3. Support the Animal and Veld Management and River Catalytic Projects.

4. Incentivise partnerships for Development. Rural Development Agency 1. An agency to support the management and facilitation and Investment and of rural development. Development Finance 2. Incentivise partnerships for rural development. Facility 3. Leverage resources for rural development. 2.4 RELEVANT COURT RULINGS 2.5 PLANNED POLICY INITIATIVES There are no court rulings that will negatively The table below outlines the status of policies: impact any departmental operations or service delivery obligations. All Approved Policies Policy Policies to Cabinet for Legislation Targeted for approved by Public Comments After the 2014 Election Minister

1. Office of the Valuer-General 3 Policy approved by Cabinet Property Valuation Act, has in 2012 been promulgated as Act 17 of 2014

2. Land Tenure Policy for Bill published for comment in Commercial Farming Areas October 2013

3. Land Holdings in South Policy in process of being Bill in process of being finalised Africa developed

4. State Assets Acquisition 3 Not Applicable Not Applicable and Lease Disposal Policy

5. Agricultural Land Holdings 3 Not Applicable Not Applicable Policy Framework

6. Communal Land Tenure Bill in process of being Policy developed

7. Communal Property Bill in process of being Association Policy (CPAs) developed

8. Rural Development 3 Not Applicable Not Applicable Framework

9. Recapitalisation and 3 Not Applicable Not Applicable Development Policy

10. Rural Development Not Applicable Not Applicable Agency Policy

11. Rural Investment and Not Applicable Not Applicable Development Financing Facility Strategic Plan • 2015-2020 16 The following are planned policies for the upcoming MTEF period: 2015/2016

1. Policy on Rural Enterprises and Industry Development.

2. Policy on the Strengthening of Relative Rights for People Working the Land.

3. Policy on a Rural Development Investment and Finance Facility;

4. Electronic Deeds Registration Policy.

5. Policy Reviews on: - Recapitalisation and Development; Proactive Land Acquisition and Farm Share Equity Schemes 2016/2017

1. Policy on the Exceptions on the June 1913 Cut-off Date of the Restitution of Land Rights;

2. A National Land Tenure Policy: Responses to Historically Racial Based Social and Economic Disparate Spaces;

3. Policy on Access to Historical Land Marks and Heritage Sites on Private Land (in collaboration with DAC); 2017/2018

1. Rural Settlements Operations Policy (In collaboration with NPC, Human Settlements, NHA, DoCG and SALGA);

2. Policy on a Rural Development Agency Strategic Plan • 2015-2020 17 I SITUATIONAL ANALYSIS During the fourth Administration, government • Furthermore, the department could strategically adopted the Agricultural Policy Action Plan locate new black players to benefit from (APAP), which charts the way for an integrated planned mining ventures (such as gas in the agricultural value-chain. The Department of Northern Cape, platinum in Limpopo) through Rural Development and Land Reform (DRDLR), the Land Reform; and Rural Enterprises and together with the Department of Agriculture, Industrial Development (REID) programmes. Forestry and Fisheries (DAFF), identified several areas of collaboration to successfully implement • Infrastructure development projects, such as SIP the Agricultural Policy Action Plan (APAP). In II, are laying the foundations to bring isolated this regard significant progress has been made rural areas into the mainstream economy. towards the finalisation of the commodity value- chain mapping exercise, which will enable us to Weaknesses in coordinating planning and specify where and how each commodity value- implementation of rural development across chain will manifest itself. We have made progress the spheres and within the various sectors in terms of integrated planning and action of government have also been identified as between DAFF and DRDLR. impediments to the successful implementation of rural development. Therefore, certain action This will ensure that the allocation of land is or policy measures are considered imperative to informed by land capability and soil potential for overcoming these impediments. targeted commodities. In order to ensure access to land for production, just above one hundred 1.1 PERFORMANCE DELIVERY ENVIRONMENT and three thousand (103,325) hectares of land were acquired and distributed to emerging“ The CRDP evaluation study suggests that although transitional” farmers, of which 7,960 hectares the programme is a good one for addressing the were allocated to people living and /or working on plight of rural communities, it is not doing well in farms, as part of creating tenure security for farm job creation and community empowerment. dwellers. A total of 16,808 smallholder producers were supported through various interventions. Most of the jobs created are infrastructure-related, short-term jobs with relatively low wages, which This strategic and tactical alignment between have not resulted in subsequent long-term jobs DAFF and DRDLR will contribute to continued or permanent entry into the labour market. These production on the acquired land. observations will be considered over the next five years as the department refines the CRDP. A horizon scanning (environmental scanning) exercise was also conducted to enable the Performance trends in the recapitalisation and department to understand its macro- and development of land reform farms indicate that microenvironment, so that evidence-based there has been an impressive uptake of the priorities could be determined. Broadly, this programme. This is evidenced by an increase in work revealed the following key observations, the number of farms recapitalised and developed which then formed the basis for determining the since the introduction of the programme. This department’s strategic direction: does not mean that the programme has been without challenges. • The rural development and agrarian transformation space is complex, characterised Evaluation studies conducted by the department, by multiple causation and feedback loops, with in collaboration with the Department of Planning time delays. Monitoring and Evaluation (DPME), found that employment creation, both directly and indirectly, • The department is the de facto national land has been positive, although weak. administrator and spatial planner. It could use land and spatial planning as levers to These challenges will be addressed through influence the targeting of priority rural areas the revised Recapitalisation and Development for development by using its land reform and Programme (RADP) policy. spatial planning programmes. Strategic Plan • 2015-2020 18 Commendable progress was made in The Commission on Restitution of Land Rights the implementation of land reform, land (CRLR) has settled 270 claims and finalised 292 administration and rural development land claims. Through the Land Redistribution and programmes and initiatives. Performance Development branch, the department acquired assessment in key departmental programmes is 153 586 hectares of land, settled 98 labour tenant as follows: applications, and vested 863 land parcels. Land reform performance indicates cumulative This is indicative of significant progress in making changes in the relationship between the amount profound changes in the land ownership patterns of land acquired for redistribution purposes over and promoting access to land by previously the past five years, versus the investment costs disadvantaged individuals. The land claims on the productive agricultural land, following process has been re-opened to enable those who the department’s decision to focus on productive missed the 1998 deadline to lodge land claims for land rather than the number of hectares acquired. land rights lost. Trends recorded by the indicators measuring the There has been an increased demand from the rural efficiency of processing registerable diagrams, communities for water, sanitation, information general plans and sectional plans improved from and communications technology and agricultural an average of 21 days at the end of the 2013/14 services. The department has therefore had to financial year to an average of 17 days by the include various strategic interventions in order to middle of the 2014/15 financial year. deliver these much-needed services. Performance to date based on the 2011-2014 The department has institutionalised the new Strategic Plan indicates that the department is integrated services improvement mechanism making progress in achieving its strategic goals through a Virtuous Cycle Model that is meant and objectives. to achieve high level coordinated planning and implementation. Progress has been made in providing 7 475 households with access to basic services, 1 273 The 2015-2020 Strategic Plan has been developed youth skilled through the NARYSEC programme to ensure that the department focuses on initiative, 1 262 farmers trained, 7 528 jobs created achieving its mandate of creating vibrant, through rural development and land reform equitable and sustainable rural communities. initiatives, 2 815 households assisted with agricultural infrastructure services to produce The main focus of the department remains the their own food. 157 Councils of Stakeholders had same: to create an enabling environment to ensure their functionality and development ensured, and that rural communities have greater opportunities support was also given to 433 rural enterprises. to participate fully in the economic, social and political life of the country, supported by good Trends recorded in indicators measuring food legislation and policies that facilitate accelerated security interventions at household level show land reform, access to basic services, socio – a definite increase in the number of households economic infrastructure, skills development and assisted to produce their own food. This has had job creation for the rural communities. a positive impact on food security at household level. Strategic Plan • 2015-2020 I Relevant Strategic Plan • 2015-2020 sector department SDF Identification Profiling & Community (Rural of wards/farms Baseline report Based Plan Development Plan) CRDP VIRTUOUS CYCLE Municipality Social Organisation DRDLR Business Below is the diagrammatical presentation of the virtuous cycle: THE VIRTUOUS CYCLE IS Plans UNPACKED IN THE 6 (SIX) STAGES THAT FOLLOW Private Approval sector Implementation 19 Strategic Plan • 2015-2020 PHASE 1 PHASE 2 PHASE 3 PHASE 4 IF LAND REQUIRED THIS PHASE IS INCLUDED Spatial Targeting Provincial Rural Development Community Mobilisation Provincial Rural (Revised Annually) Plan (Revised bi-annually) (Ongoing) Implementation Plan Strategic Acquisitions Rural Development Lead: SPLUM Lead: PSSC Lead: PSSC (Ongoing) (Lead: LR) Project Implementation Lead: PSSC (Lead: REID/RID), supported by EPMO Input Output Input Output Input Output Input Output f - - - - - - - - - - - - - - - l 1 - - - - - - - - - • Policies • Draft • Approved • Draft • Approved • Prioritised • Prioritised • Provincial Input Output Input Output • Cabinet Rural Rural Provincial Rural Community Community Implem- • Approved • NLAC • Approved • NLAC decisions Targeting Targeting Rural Targeting Rural Rural entation Provincial Recomm- Provincial Recommen- • Statssa Plan Plan Develop- Plan Develop- Develop- Plan, Implement- endation Implemen- dation of CRDP APPROVALS COMMITTEE CRDP APPROVALS COMMITTEE reports • Provincial ment • Local ment ment Plan includes ation Plan of tation Plan strategic • Maps Sector Plan Municipalities Plan • Provincial Enterprise • PLAC strategic • PLAC acquisition • National Departments • Local Sector Plan, • District acquisition • District of land sector Communities Departments Infrastru- CRDP STRATEGIC PFORUM MMC CRDP of land CRDP MMC AND DDG FORUM • Departmental • Districts cture Structure Structure Output Output databases • Local Plan, • COS • COS • Community Municipalities Land Output profiling Targeting Output Output • LR property Plan • Restitution Approved Land Acquisition Plan Approved Provincial Rural Development Plan Approved Provincial Rural Development Plan claims Approved Rural Targeting Plan Supported Land Acquisition Plan Branches and Key Branches and Key Branches and Key Branches and Key activities activities activities activities Branches and Key Branches and Key SPLUM: Mapping, PSSC PSSC Coordination PSSC Coordination activities activities Analysis, SPLUM: Mapping SPLUM: Status Quo REID: Community Input Input LR: PLAC and NLAC REUID: Building Enterprises Development REID: Community REID: Community Organisation (CDS Report developed and industries of Draft Rural profiling profiling. and Enterprises Input SPLUM: Mapping REID: Continued Community Targeting Plan LR properties Participatory etc) Development Development and Input REID: Community Restitution Claims Rural Appraisals of Business Plans Input Support RID: Infrastructure Draft Provincial Rural Development Plan Draft Provincial Rural Development Plan profiling RID: Infrastructure RID: Infrastructure RID: Implementation Supported Land Acquisition Plan LR properties Delivered/Planned Assessments Implementation Plan SPLUM: Status Quo Draft Rural Targeting Plan NLAC Recommendation Restitution Claims LR: Land Targeting updating (annually) GATE 1 GATE 2 GATE 3 IGATE 4 GATE 5 1 MONITORING AND EVALUATION FEEDBACK LOOP 20 VIBRANT, EQUITABLE AND SUSTAINABLE RURAL COMMUNITIES Roads, bridges, Tenure System Reform energy, water services, sanitation, 1. State and Public Land library, crèches, Land lease hold; Strategic Plan • 2015-2020 early childhood Community • Tenure System Reform 2. Private Land centres, Police • Social Infrastructure • Strategic Land Reform Free hold with limited stations, clinics, • ICT Infrastructure Interventions/Redistribution extent; houses, small • Amentities • Restitution 3. Foreign land ownership rural town • Facilities • Land Based Resources A combination of revitalisation AGRARIAN freehold with limited TRANSFORMATION extent and leasehold; ‘A rapid and fundamental change in the relations 4. Communal land (systems and patterns of ownership and control) Communal tenure: of land, livestock, cropping and community.’ communal tenure with Cropping Livestock institutionalised use Food Security: Economic Infrastructure: Economic Infrastructure: rights The following diagram presents the Rural Economy Transformation Model which considers Agrarian Transformation Strategic • Agri-parks, Fencing • Processing Plants • Small Industries 5. Institutions Partnerships: • Inputs: Seeds, Fertiliser, Pesticides, • Abattoirs, Animal Handling • Land Commission • Mentoring etc. Facitilites, Feed-lots, Mechanising • Valuer General • Co-Management • Extension Support Stock Water Dams, Dip Tanks, • National Rural Youth • Share equity • Fresh Produce Markets Silos, Windmills, Fencing, Service Corps Modalities being • Credit Facilities Harvesters, etc. • Rural Investment and worked out Development between the Financing Facility Dept and Farmers; Phase III big and small Agro-village industries: crdit facilities; markets Phase II Rural Enterprise Development • --- Development Phase I I I I I Measureables .:.➔ Meeting Basic Human needs ...... Figure 1: Rural Economy Transforation Agrarian Transformation System System 21 22 1.2 ORGANISATIONAL ENVIRONMENT Organisational establishment The Department of Rural Development and Land Reform continues to make a concerted effort to ensure that its structure is appropriate to achieve the organisation’s strategic objectives, and those of government at large. During the 2013/14 financial year; the Minister of Rural Development and Land Reform, Gugile Nkwinti , MP; identified a need for the department to undergo a review of its organisational structure to ensure that it is properly aligned to deliver on the priorities articulated in the National Development Plan. Following this exercise, the department has repositioned itself, and reconfigured some of its functional focus in the following areas of work: The Land Reform and Administration function has been split into two distinct areas of focus i.e. i) Land Redistribution and Development unit ii) Land Tenure and Administration unit Skills development enables the department to develop, educate and equip employees to become a skilled and capable workforce that shares and contributes to the benefits and opportunities of economic expansion and inclusive growth. The National Skills Development Strategy (NSDS) III and the Human Resource Development (HRD) Strategy enables the department to position itself to identify priority skills needed for the successful execution of current strategies. A skilled and capable workforce will ensure that service delivery is improved, thus enabling the department to realise its strategic goals and objectives. Strategic Plan • 2015-2020 MACRO ORGANISATIONAL STRUCTURE Strategic Plan • 2015-2020 Mr GE Nkwinti Minister of Rural Development and Land Reform Mr M Skwatsha Ms C Mashego-Dlamini Deputy Minister of Rural Deputy Minister of Rural Development and Land Reform Development and Land Reform Mr PM Shabane Director-General Ms N Gobodo Dr M Swartz Ms V Nxasana Dr N Makgalemele Ms L Archary Ms L Archary Ms C Knoesen Mr M Riba Mr E Southgate Ms R Sadiki Chief Land Claims Commissioner Acting Deputy Director-General Acting Deputy Director-General Deputy Director-General Acting Deputy Director-General Deputy Director-General Chief Registrar of Deeds Chief Surveryor General Deputy Director-General Chief Financial Officer Commission on Restitution of Land Redistribution and Land Tenure and Administration Spatial Planning and Land Use Rural Enterprise and Industrial Rural Infrastructure Development Deeds Registration National Geomatics Management Corporate Support Services Financial Services Land Rights Development Management Development Service 23 24 I DESCRIPTION OF THE STRATEGIC PLANNING PROCESS Stakeholders consulted during the development Priorities to achieve this vision of the NDP of the MTSF included all the role players of identify the following policy imperatives, Outcome 7: Vibrant, equitable and sustainable which will be the focus for the coming MTSF rural communities and food security for all. All period: three spheres of government were consulted in this process. The result is a strategic plan 1. Improved land administration and spatial that considers all inputs made through these planning for integrated development, with a stakeholder engagement workshops. bias towards rural areas;

2. Sustainable land reform (agrarian There were several consultations between the transformation); Department of Agriculture, Forestry and Fisheries 3. Improved food security; with the Department of Rural Development 4. Smallholder farmer development and support and Land Reform, specifically focusing on the (technical, financial, infrastructure) for agrarian Agricultural Policy Action Plan (APAP). Areas of transformation; collaboration between the two departments 5. Increased access to quality basic infrastructure were identified and included in their plans for the and services, particularly in education, forthcoming financial years. healthcare and public transport in rural areas;

6. Growth of sustainable rural enterprises and In developing this plan, the Department of Rural industries, characterised by strong rural- Development and Land Reform considered what urban linkages, increased investment in agro- is contained in the Outcome 7 MTSF which was processing, trade development and access to developed last year and adjusted in line with the markets and financial services– resulting in 2014-19 Strategic Plan, as approved and tabled in rural job creation. March and June 2014. The priorities of the APAP and areas where interventions need to be made, For subsequent MTSF cycles, the rural sector especially in the 27 prioritised districts, were also will focus on the following: considered. • Leveraging on established institutional This Strategic Plan is aligned to the National arrangements and spatial planning tools and Development Plan and the Medium Term instruments to further advance effective Strategic Framework (MTSF) is derived from it. The urban-rural integration, NDP 2030 vision is rural areas which are spatially, • Strengthening development planning based socially and economically well integrated - across on effective spatial development frameworks municipal, district and provincial and regional at all three spheres to further unlock benefits boundaries - where residents have economic in the agricultural and non-agricultural value growth, food security and jobs as a result of chain, agrarian transformation and infrastructure • Sustainable management of natural resources, development programmes, and have improved • Up-scaling implementation towards achieving access to basic services, health care and quality concrete targets. education. Effective management of implementation led by The NDP states that achieving this vision will the Department of Rural Development and Land require leadership on land reform, communal Reform (DRDLR), and the implementation of the tenure security, financial and technical support to actions in the tables below will require dedicated farmers, and the provision of social and physical involvement and collaboration by the Department infrastructure for successful implementation. It of Agriculture, Forestry and Fisheries (DAFF), will also require capacity building to enable state National Treasury (NT), Department of Trade institutions and private industries to implement and Industry (DTI), Department of Cooperative these interventions. Improved coordination and Governance (DoCG), Department of Water Affairs integration in the planning and implementation of (DWA), Department of Environmental Affairs area-based and differentiated rural development (DEA), Department of Human Settlements (DHS), plans will be needed over the medium-term to Department of Basic Education (DBE), Department achieve the vision of an inclusive rural economy. of Health (DoH), Department of Higher Education Strategic Plan • 2015-2020 25 and Training (DHET), Department of Tourism The main coordination mechanism for rural (DoT), Department of Science and Technology development will continue with the Rural (DST), Department of Arts and Culture (DAC), Development MinMecs. Support by organised Provincial Departments of Local Government, and formations in the rural and agricultural sector will the SA Local Government Association (SALGA). add value to the successful implementation of the actions. I DEPARTMENTAL STRATEGIC OUTCOME-ORIENTED GOALS In line with the new developments in government and within the department, the Department of Rural Development and Land Reform has identified seven strategic goals it seeks to achieve in the five-year period of this plan and beyond. Strategic Goal 1 Corporate governance and service excellence Goal Statement Foster corporate governance and service excellence through compliance with the legal framework Strategic Goal 2 Improve land administration for integrated and sustainable growth and development Goal Statement Improve land administration and spatial planning for integrated sustainable growth and development with a bias towards rural areas Strategic Goal 3 Promote equitable access to and sustainable use of land for development Goal Statement An inclusive and equitable land dispensation with transformed patterns of land tenure and use Strategic Goal 4 Promote sustainable rural livelihoods Goal Statement Improve rural livelihoods as a result of capabilities, income and job opportunities provided Strategic Goal 5 Improved access to services Goal Statement Improve access to services in rural areas through the coordination of quality infrastructure Strategic Goal 6 Sustainable rural enterprises and industries Goal Statement Promote economically, socially and environmentally viable rural enterprises and industries Strategic Goal 7 Restoration of Land rights Goal Statement Restoration of land rights or equitable redress to those dispossessed of rights in land as a result of past racially discriminatory laws or practices, and solicitation and receipt of new claims for restitution of land rights, by 31 December 2018 Strategic Plan • 2015-2020 26 PART B: STRATEGIC OBJECTIVES 27 I Part B: Strategic Objectives PROGRAMME 1: ADMINISTRATION Purpose Strategic Objectives Provide strategic and logistical support in the The tables below provide the programme’s form of executive services, corporate services, strategic objectives: and the acquisition of vehicles for departmental use. Oversee departmental capital works. Provide bursaries to non-employees. Programme Structure The Administration programme comprises the following sub-programmes: • Ministry • Management • Internal Audit • Corporate Services • Financial Services • Provincial Coordination • Office Accommodation Strategic Objective 1.1 Compliance with all public sector legal prescripts Objective Statement Ensure 100% compliance with government regulations and legal prescripts by 2020 Baseline Complied with Public Service Regulations and National Treasury Regulations Justification This objective will promote good governance and ensure compliance. Links Linked to Public Service Regulations and policies Strategic Objective 1.2 Unqualified regularity audit opinion Objective Statement Obtain a clean regularity audit opinion on financial and non-financial performance by 2020 Baseline Unqualified audit report: 2012/13 Justification This strategic objective will ensure that there is improved accountability on public resources, service delivery and that the department complies with prescripts governing the public sector. Links Linked to Strategic Goal 1 Strategic Objective 1.3 Skills development for improved service delivery Objective Statement Improve employees’ and prospective employees’ skills to enhance service delivery by 2020 Baseline 115 prospective employees trained Justification This objective aims to promote a capable and professional workforce to achieve service excellence. Links Linked to Strategic Goal 1 Strategic Plan • 2015-2020 28 Strategic Objective 1.4 Ensure spending according to departmental priorities Objective Statement Provide effective and efficient financial services to ensure spending according to departmental priorities by 2020 Baseline Draft Financing Model Justification This objective aims to ensure that expenditure is in line with the approved departmental Expenditure Master Plan Links Linked to Strategic Goal 1 Strategic Objective 1.5 Ensure integrated service delivery and resource allocation Objective Statement Ensure integrated service delivery and resource allocation for the implementation of the CRDP across all spheres of government by 2020 Baseline Outcome 7 Implementation Forum Justification This objective aims to promote intergovernmental relations; and integrated and coordinated service delivery Links Linked to Strategic Goal 1 and Outcome 7 MTSF Resource allocation The spending focus over the medium term will be Expenditure on the compensation of employees on providing corporate services, financial services is expected to increase over the medium term as and provincial coordination within the department a result of an increase in the number of posts to to achieve good corporate governance and develop internal capacity towards IT, governance service excellence. Over the medium-term period, and the enterprise programme management expenditure on compensation of employees is office to support line function services in providing expected to increase as a result of a change in the effective, efficient and economic service delivery. Standard Chart of Accounts (SCOA) classification items, where learnership and internship are now paid under compensation of employees. The programme has a funded establishment of 1 870 posts, of which 1565 were filled by 25 February 2015 and 14 posts were filled in addition to this establishment. RISK MANAGEMENT Risk Risk response/mitigation plan

1. Weak and fragmented ICT - IT platform upgrades in progress environment and infrastructure - Systems integration and interconnectivity are being explored - Co-sourcing options to be explored

2. Lack of alignment between business - Finalisation and approval of the business operating model and operating model, organisational macro-structure structure and strategic objectives

3. Failure to maintain vacancy rate at - Vacancy management plan developed 10% - Fast-tracking of qualification verification with SAQA - Fast-tracking pre-employment screening

4. Fraud and corruption in the - Implementation of the fraud prevention strategy acquisition of goods and services

5. Inability to achieve a clean audit - Update existing financial policies to acknowledge lack of report by 2014 legislation and to document compensating controls (e.g. Transfer payments) - Monitoring the implementation of the external and internal audit action plans Strategic Plan • 2015-2020 29 I PROGRAMME 2 - GEOSPATIAL AND CADASTRAL SERVICES Purpose Strategic objectives Provide geospatial information, cadastral surveys, The tables below provide the programme’s deeds registration and spatial planning, as well as strategic objectives: technical services in support of sustainable land development. Programme structure The programme consists of the following sub- programmes: • National Geomatics Management Service • Spatial Planning and Land Use Management • Registration of Deeds Trading Account • South African Council for Planners • E-Cadastre Strategic Objective 2.1 Improved spatial planning Objective statement Facilitate integrated spatial planning and land use management in all provinces through the application of relevant legislation by 2020 Baseline Fragmented spatial planning and land use management Justification Contributes towards spatial equity Link NDP, Outcome 7 and Strategic Goal 2, 3 and 5 Strategic Objective 2.2 An integrated and comprehensive land administration system Objective statement Ensure integrated and comprehensive land administration system by 2020 Baseline Incomplete and non-reformed land administration systems Justification This objective will ensure the promotion of sustainable growth and development. Link Outcome 7, Strategic Goal 2 and 3 Strategic Objective 2.3 A modernised Cadastre solution Objective statement Construct a Cadastre modernisation programme that will result in a secure, accessible, integrated, scalable, cost effective and self-sustainable solution, that provides accurate, reliable and secure land administration and information. Baseline • Programme road map/plan completed • Information Technology (IT) infrastructure deployment plan Justification The solution will provide improved security of tenure, which is responsive to the needs of the people and the demands of the times, whilst ensuring efficient customer service to a broader client base. Link Outcome 7 MTSF, Strategic goal 1 and 2 Strategic Plan • 2015-2020 30 Resource allocation Spending over the medium term will focus on The programme has a funded establishment of the implementation of the Spatial Planning and 1 080 posts, of which 315 were additional to the Land Use Management, and National Geomatics establishment by 25 February 2015. Management Services sub-programmes, as well as on finalising the land register to enhance Expenditure on the compensation of employees effective land planning and administration. is expected to increase over the medium term from R481 million to R550 million, mainly because Over the same period, expenditure on goods of the need to increase the number of posts in and services is expected to slightly increase order to implement the SPLUMA. due to the implementation of SPLUMA, state domestic facilities surveys and the development of guidelines, tools and systems to facilitate and coordinate the implementation of the SPLUMA by municipalities. RISK MANAGEMENT Risk Risk response/mitigation plan

1. Inadequate Geomatics skills base in - Continue with the bursary scheme and awareness programmes the country and ageing staff in order to attract young people to the profession

2. Title deeds not registered in - Implement compliance monitoring in all Deeds Registries in accordance with prevailing laws and accordance with Deeds Registries Act of 1937 and Sectional Titles regulations Act of 1986

3. Inability to improve efficiency and - An Interim Programme Manager has been appointed to accuracy of South Africa’s land re-launch the e-Cadastre Programme. information management due to - The e-Cadastre Programme unit organisational structure has delay in the implementation of the been drafted for authorisation e-Cadastre project - A programme governance model has been approved, which will be implemented. - Government Technical Advisory Centre (GTAC) has been engaged to assist in programme design and implementation. - A Dutch Kadaster team was engaged to provide business and technical guidance in the design and implementation of the e-Cadastre solution.

4. Lack of capacity at provincial and - Training and Capacity Development Programme implemented local sphere to monitor and nationally implement SPLUMA - Municipal Readiness Assessment exercise conducted to determine municipal capacity requirements to implement SPLUMA - Develop Technical Tools and Systems for effective Spatial Planning and Land Use Management throughout the country

5. Poor inter-governmental co-ordination - Provide intergovernmental support in terms of chapter 3 of of activities on the implementation SPLUMA through facilitation of SPLUMA Implementation of SPLUMA National Coordinating Forum - Municipal Readiness Assessment exercise conducted to determine municipal capacity requirements to implement SPLUMA Strategic Plan • 2015-2020 31 I PROGRAMME 3 - RURAL DEVELOPMENT Purpose Initiate, facilitate, coordinate, and act as a catalyst • National Rural Youth Service Corps (NARYSEC) for the implementation of a comprehensive rural • Animal and Veld Management Programme development programme leading to sustainable (AVMP) and vibrant rural communities. • River Valley Catalytic Programme (RVCP) Programme Structure Strategic objectives The programme consists of the following sub- The tables below provide the programme’s programmes: strategic objectives: • Rural Infrastructure Development (RID) • Rural Enterprise and Industry Development (REID) Strategic Objective 3.1 Facilitate rural livelihoods development Objective statement Provide support to rural communities in prioritised rural districts to enable them to improve their livelihoods by 2020 Baseline 3 000 households provided with support Justification The strategic objective will contribute towards food security in rural areas. Links Linked to Strategic Goal 4, APAP and Outcome 7 MTSF. Strategic Objective 3.2 Infrastructure development to support rural economy Objective statement Facilitation of infrastructure development to support rural economic transformation by 2020. Baseline 7 475 households assisted with basic services infrastructure in the 2013/14 Financial Year Justification The strategic objective will contribute towards improved rural livelihoods by facilitating the provision of quality infrastructure. Links Linked to CRDP, APAP and Outcome 7 MTSF. Strategic Objective 3.3 Provide support to rural enterprises and development of rural industries Objective statement Provide support to rural enterprises and industries in areas with economic development potential and opportunities by 2020 Facilitate the development of rural enterprises and industries in areas with economic development potential and opportunities by 2020 Baseline 433 rural enterprises supported in the 2013/14 Financial Year Justification The strategic objective will contribute towards CRDP initiatives. Links Linked to CRDP, APAP and Outcome 7 MTSF. Strategic Objective 3.4 Job creation and skills development in rural areas Objective statement Increase job opportunities and ensure skills development through CRDP and land reform initiatives by 2020 Baseline 7 528 jobs created in rural areas, and 6 302 people trained in rural areas in the 2013/14 Financial Year Justification The strategic objective will contribute towards the reduction of Unemployment in rural areas. Links Outcome 7, CRDP and Strategic Goal 4, 5 and 6. Strategic Plan • 2015-2020 32 Resource allocation Spending over the medium term will focus on The programme has a funded establishment of implementing the rural livelihood strategy, 586 posts, of which 532 were filled by 25 March providing technical support to municipalities, 2015 and 19 posts were filled in addition to this coordinating and facilitating infrastructure establishment. projects, supporting irrigation schemes, developing and implementing a rural enterprises Expenditure on the compensation of employees and industrial development strategy, skills and is expected to increase over the medium term as youth development and job creation. a result of an increase in the number of posts as internal capacity is developed to implement the Expenditure on goods and services increased comprehensive rural development programme. significantly between 2010/11 and 2013/14 due to the employment of additional participants in the NARYSEC, and training of recruits in ensuring that new and existing recruits attain the requisite level of skills. RISK MANAGEMENT Risk Risk response/mitigation plan

1. Inadequate strategic focus on rural - The branch is in the process of further developing various development niche or gap policies for rural development. It will work together with the Policy Unit in further defining the various roles assumed by the department. - Inter-branch planning to guide implementation for RID projects.

2. Lack of integrated planning and - Finalisation and implementation of the Intergovernmental coordination between Rural Relations (IGR) Framework Infrastructure Development (RID), - Implementation of the virtuous CRDP cycle REID, SPLUMA, Land Reform and other stakeholders

3. Poor social mobilisation and - Finalisation of the rural development policy and legislation organisation - Development of a policy for community engagement, mobilisation and organisation

4. Sustainability of cooperatives - Collaboration with other government departments (such as the dti) to improve support for cooperatives - Developing and improving on governance framework

5. Rural infrastructure and enterprise - Engaging with strategic partnerships in the private sector, to initiatives may not sufficiently invest in rural enterprises and infrastructure development contribute to creation of decent jobs Strategic Plan • 2015-2020 33 I PROGRAMME 4 - RESTITUTION Purpose Strategic objectives Settle land restitution claims under the Restitution of Land Rights Act (1994) and provide settlement The tables below provide the programme’s support to beneficiaries. strategic objectives: Programme structure The programme consists of the following sub- programmes: • Restitution National Office • Restitution Provincial Offices • Restitution Grants Strategic Objective 4.1 Land rights restored Objective statement Facilitate the restoration of land rights and alternative forms of equitable redress by 2020 Baseline 270 claims settled and 292 claims finalized in the 2013/14 Financial Year Justification Equitable land dispensation and agrarian reform. Links Linked to Strategic Goal 5. Resource allocation Spending over the medium term will focus on The programme has a funded establishment of settling and finalising restitution claims to increase 966 posts, of which 707 were filled by 25 February access to land and improve the productive use of 2015 and 9 posts were filled in addition to this land. establishment. Between 2010/11 and 2013/14, expenditure in Spending on the compensation of employees is the Restitution National Office and Restitution expected to increase over the medium term, as Regional Offices sub-programmes increased in the programme expects to increase the number of support of speeding up the restitution process posts to further develop internal capacity for the in light of the reopening of the lodgements of proposed reopening of land claims as contained restitution claims. In the same period, expenditure in the Restitution of Land Rights Amendment Bill. on consultants decreased due to the use of internal resources. Strategic Plan • 2015-2020 34 RISK MANAGEMENT Risk Risk response/mitigation plan

1. Reputational risk linked to delays in - Statutory Commission meetings to be held with formal and settlement of claims widespread communication aim, including media as well as release of quarterly statistics - Process mapping to be done - Communication strategy to be developed

2. Litigation risks - Improvement of tracking and management of matters in court - Improvement of research - Standardisation of processes and workflow - Decision-making centralised and/or standardised work processes

3. Communication to solicit land claims - Core team of executive managers leading the process up to 30 June 2019 - Communication improved before, during and after lodgement - Human and financial resources to be increased as per plan

4. Lack of information management - Finalising of land base – Umhlaba Wethu migration system - IT systems to support information and project management to be implemented - Improved process mapping and shortening of procedures - Compliance checklist and quality control by Quality Assurance - Increased Quality Assurance capacity

5. Overlap of land claims Strategic Plan • 2015-2020 35 I PROGRAMME 5 - LAND REFORM Purpose Initiate sustainable land reform programmes in • Land Redistribution and Development Grants South Africa. • Land Tenure and Administration Programme structure Strategic objectives The programme consists of the following sub- The tables below provide the programme’s programmes: strategic objectives: • Land Redistribution and Development National Office • Land Redistribution and Development Provincial Offices Strategic Objective 5.1 Promote equitable land redistribution and agricultural development Objective statement Promote equitable land redistribution and agricultural development by acquiring strategically located land by 2020 Baseline Number of hectares acquired: 153 586 2013/14 Financial Year Justification This strategic objective will ensure that the land acquired for agricultural purposes is used productively and will contribute towards economic development and food security. Links Linked to Outcome 7, APAP and Sub Output 1. Strategic Objective 5.2 Provide comprehensive farm development support Objective statement Provide comprehensive farm development support to smallholder farmers and land reform beneficiaries for agrarian transformation by 2020 Baseline Number of farms under Recapitalisation and Development Programme: 2013/14 Financial Year Justification This strategic objective will ensure development support to smallholder farmers and land reform beneficiaries for agrarian transformation. Links Linked to Outcome 7, APAP and Outcome 7 MTSF. Strategic Objective 5.3 Functional systems and institutional arrangements Objective statement Functional systems and institutional arrangements for tenure and land administration to enable agrarian reform in all provinces by 2020 Baseline 1390 Communal Property Associations exist in the country Justification Land Rights Management Facility established Links This strategic objective will ensure fully functional systems and institutional arrangements for land administration. Strategic Plan • 2015-2020 36 Resource allocation The spending focus over the medium term will Over the medium term, expenditure on be on the provision of comprehensive farm consultants is expected to decrease, as more development support to smallholder farmers, internal employees will be able to perform the land reform beneficiaries, the acquisition of duties performed by these strategic partners. strategically located land to increase access to land and the productive use of such land. Between The programme currently has a funded 2010/11 and 2013/14, expenditure in the Land establishment of 530 posts, of which 564 are Reform National Office and Land Reform Regional filled and 116 posts are filled in addition to this Offices sub-programmes increased significantly establishment. Spending on the compensation of due to the need to speed up the land reform employees is expected to increase, as the number process. of posts will be increased to further develop internal capacity in line with the restructuring of the land reform programme. RISK MANAGEMENT Risk Risk response/mitigation plan

1. Completeness and accuracy of - Verification of IAR against deeds registry data Immovable Assets Register (IAR) - Development and review of immovable assets procedures (restitution acquisitions, confirmation of vesting, subdivisions, consolidations and disposals)

2. Sustainability of the RECAP - Implementation of the outcomes and recommendations of the programme as a result of DPME review on RECAP inappropriate design

3. Inability to acquire strategically - Conducting research on market trends and reject prices not linked located land due to inflation of prices to comparable sales - Establishment of the Office of the Valuer-General

4. Reputational risk due to a lack of an - Acting CFO has initiated a process of liaising with the DTI on their integrated beneficiary database beneficiary database with the aim of developing a DRDLR database. Strategic Plan • 2015-2020 37 PART C: LINKS TO OTHER PLANS 38 I Part C: Links to Other Plans PUBLIC ENTITIES The department is responsible for the following public entities: Name of public Mandate Outputs Current annual Date of next entity budget evaluation (R ‘000) Agricultural The Agricultural Land Holding Acquisition of 1 934 628 Land Holding Account was established in terms of strategically the Provision of Land and Assistance located land for Act (Act 126 of 1993). Section 10(1)(a) agricultural gives legal effect to the proactive productivity. acquisition of land, where the Minister may, from money appropriated by Parliament for this purpose, acquire land for the purposes of this act. Therefore the state will proactively target land and merge this with the demand or need for land. KwaZulu-Natal The ITB is established in terms of the Administer 17 294 Ingonyama provisions of the KwaZulu-Natal Ingonyama Trust Trust Board (ITB) Ingonyama Trust Act (Act No 3 of land for the 1994). Its core business is to manage material benefit land for the material benefit and and social benefit social wellbeing of the individual of the affected members of the tribes. communities. Registration of To provide an integrated land Improved land 113 194 Deeds Trading planning, spatial information and administration Account administration system to promote through equitable, sustainable land use and professional allocation by 2019. advisory service for efficient and effective surveying and registration of rights in land. Expedite the registration of rights in land for land reform and restitution. Public-Private Partnerships (PPPs) Name of PPP Mandate Outputs Current annual Date of next budget evaluation (R ‘000) Project To provide fully serviced and Construction of 240 000 April 2015 Kgolaganyo accessible office accommodation for office building in the National Office. Pretoria. Strategic Plan • 2015-2020 rural development rural development & land reform & land reform Department: Department: Rural Development and Land Reform Rural Development and Land Reform REPUBLIC OF SOUTH AFRICA REPUBLIC OF SOUTH AFRICA Department of Rural Development and Land Reform Private Bag X833, Pretoria 0001 DEPARTMENT OF RURAL DEVELOPMENT Tel: 012 312 8911 • Fax: 012 312 8066 • Website: www.ruraldevelopment.gov.za • Toll-free: 0800 007 095 AND LAND REFORM STRATEGIC PLAN RP111/2015 • ISBN: 978-0-621-43479-8 • Title of Publications: Department of Rural Development and Land Reform, Strategic Plan 2015-2020 2015 - 2020