I L G M N A T I O N A L C O N F E R E N C E

R U S T E N B U R G

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IMPROVING PERFORMANCE: PROFESSIONALIZATION OF LOCAL

GOVERNMENT MANAGEMENT

Luzuko Mdunyelwa & Louis Scheepers

INTRODUCTION

Explores potential positive impact of professionalization

Describes the status quo

Defines professionalization

Proposes a roadmap

STATUS QUO

Local government undergone process of extensive transformation

From a race-based, service delivery to a minority portion

To a developmental sphere with a constitutional status-providing services to all

Rationalization of 843 municipalities to 283

Cross-boundary municipalities abolished

STATUS QUO

Individual municipalities dysfunctional and in distress-public dissatisfaction

COGTA commissioned research on causes of dysfunctionality

State of Local Government Report published-September 2009

President of the country subsequently met all Mayors and Municipal Managers-October 2009

LGTA’s adopted by Cabinet-December 2009

PROFESSIONALIZATION

Definition: Oxford English Dictionary defines profession, as “a job or

career that needs training and a formal qualification”

Scheepers-literature identified requirements for an occupation to legitimately claim professional status-

esprit de corps

A scientific body of knowledge

Social ideal

Enforceable code of ethics

Formal organization

Forum recognizing outstanding leaders

PROFESSIONALIZATION

Huxhold-common language and licensing/ certification

Local government definition:Practitioner needs:

- a relevant threshold qualification

- certification by a statutory body in order to practice

- exhibit esprit de corps and commitment to high quality service delivery

- has a code of ethics enforced by a recognized professional body

- outstanding leaders recognized

ADVANTAGES

Professionalization- will add improved status in community

Legislated body determines who is allowed to practice

Continuous Professional Development ensures constant training

Transgressors can be censured or deregistered.

LEGISLATION

Three spheres of government-distinctive, interdependent and interrelated

Legislation entails, inter alia, Municipal Systems Act, 32 of 2000 and Structures Act, 117 of 1998

Municipal Managers appointed in terms of sec 82 of Structures Act and sec 56 of Systems Act

LEGISLATION

Art 38-Municipal Performance Regulations determines job description

Sec 56-Systems Act determines that managers must have relevant skills and expertise to perform duties associated with post

MFMA: Regulations on Minimum Competency Levels prescribes requirements

CASE FOR PROFESSIONALIZATION

Achievement of objectives of Turn Around Strategy requires appointment of the right people

Competency profile must be met-including minimum and relevant qualifications

Continuous update of skills and knowledge

Local government professionalized

INSTITUTIONAL STRUCTURE

Structure can either be:

Single body-serving a dual purpose, i.e. professional association and statutory body

Dual body-two bodies operating independent of each other

Advocacy / Lobbying

Engagement

Institutional Arrangemen

t

Implementation

State of Readiness Assessment

Analysis

IMPLEMENTATION PLAN

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