salga’s mandate and national business plan...

SALGA’s Mandate and National Business Plan 2009/10

Together Doing More and Better!

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PRESENTATION TO THE PORTFOLIO COMMITTEE ON

CO-OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS

5 – 6 August 2009

Xolile GeorgeChief Executive Officer

SALGA

SALGASALGA’’S ROLE, MANDATE AND S ROLE, MANDATE AND GOVERNANCE STRUCTURESGOVERNANCE STRUCTURES

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SALGA’S ROLE AND MANDATE

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NATIONAL

NATIONAL CONFERENCE

NATIONAL EXECUTIVE COMMITTEE

NATIONAL MEMBERS ASSEMBLY

IMPLEMENTATION

CHIEF EXECUTIVE OFFICER

CLUSTERS

6 x WORKING GROUPS

PROVINCIAL

PROVINCIAL CONFERENCE

PROVINCIAL EXECUTIVE COMMITTEE

PROVINCIAL MEMBERS ASSEMBLY

IMPLEMENTATION

PROVINCIALEXECUTIVE OFFICER

CLUSTERS

6 x WORKING GROUPS

SALGA’S Governance Structures

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SALGA’S Working Groups

1.1.Economic Development and Planning Economic Development and Planning

2.2.Municipal Finance and Corporate Municipal Finance and Corporate

Administration Administration

3.3.Social Development, Health and Safety Social Development, Health and Safety

4.4.Municipal Services and Infrastructure & Municipal Services and Infrastructure &

Environment Environment

5.5.Human Resource Development Human Resource Development

6.6.Governance, Intergovernmental Relations and Governance, Intergovernmental Relations and

International Relations International Relations

Provincial Working Groups

Provincial Executive Com

mittee

National Working Groups

National Executive Com

mittee

Mandated SALGA PositionMandated SALGA Position

SALGASALGA’’S FIVE YEAR S FIVE YEAR STRATEGIC PATHSTRATEGIC PATH

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Represent

Support

Advise

Gov

erna

nce

& IG

R

ANALYSIS

Infra

stru

ctur

e an

d M

unic

ipal

Ser

vice

s

Eco

nom

ic D

evel

opm

ent a

nd

Dev

elop

men

t Pla

nnin

g

Mun

icip

al In

stitu

tiona

l D

evel

opm

ent

SALGA’s three keymain roles cut-acrossto underpin its 5-Year Strategic Objectives & Programmes

Stra

tegy

, Pol

icy

and

Res

earc

h

Fina

nce

and

Cor

pora

te

Ser

vice

s

VISIONTo be consultative, informed,

mandated, credible and accountable to our membership & provide value

for money

Pro

vinc

ial P

rogr

amm

es

SALGA’S ORGANISING FRAMEWORK

Com

mun

ity

Dev

elop

men

t

OC

EO

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SALGA’s FIVE YEAR STRATEGIC PATH

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B/PLAN2007/08

SALGA NEC LOOKS BACK & REFLECTS OVERTHE LAST 10 YEAR PERIOD OFSALGA’S EXISTENCE NEC TERM OF OFFICE

APRIL2007

NEC 5 Year Term Review

APRIL 2008

APRIL2012

APRIL 2011

APRIL 2010

APRIL 2009

B/Plan

Review

: 08/0

9

B/Plan

Review

: 09/1

0

B/Plan

Review

: 10/1

1

B/Plan

Review

: 11/1

2

B/Plan

Review

: 12/1

3Making a difference by making local government sustainable

Year 1: Intervening Phase

SharedEconomicgrowth

SharedEconomicgrowth

Halveunemployment

Halveunemployment

Halve PovertyHalve Poverty

09/1010/11

12/1311/12

13/14

Annual Planning Cycle

SA

LGA

S

ALG

A

2007 2007 –– 2012

2012 A

gendaA

genda

MTEF

2014

TARGETS

20142014NATIONAL NATIONAL TARGETSTARGETS

MDGsMDGs

5 YEAR LOCAL GOVERNMENT STRATEGIC AGENDA5 YEAR LOCAL GOVERNMENT STRATEGIC AGENDA

MTSF

‘09-

‘14

Municipal Municipal Transformation & Transformation &

ODOD

Delivery of Delivery of Municipal Municipal ServicesServices

Stimulate growth Stimulate growth & alleviate & alleviate

povertypoverty

Strengthening Strengthening Municipal Municipal

financial Capacityfinancial Capacity

Good governance Good governance & public & public

participationparticipation

PLA

NN

ING

PLA

NN

ING

CO

MM

ISS

ION

CO

MM

ISS

ION

SALGASALGA’’s 5 YEAR s 5 YEAR STRATEGIC PATHSTRATEGIC PATH

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THE PLAYERS: A VAST ARRAY OF INSTITUTIONS, WITHIN WHICH SALGA HAS TO CRAFT ITS UNIQUE ROLE National Provincial Other

DPLGTreasuryPresidencyDMEDEATDtiNDOH

•Premier’s Office•Local Government Departments

DBSAFFCDonorsWorld BankCivil SocietyUCLGACLGFEtc...

Municipalities

S A L G AS A L G A

SALGASALGA’’s ROLEs ROLE

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1. Improve SALGA’s capacity to support and advise its members.

2. Improve SALGA’s capacity to engage with stakeholders and lobby and advocate them on issues in the interest of member municipalities.

3. Improve SALGA’s capacity to effectively represent members as the employer.

4. Enhance and maintain a high profile position locally, regionally and internationally.

5. Improve SALGA’s corporate governance and internal functioning.

CHANGE AGENDACHANGE AGENDASTRATEGIC OBJECTIVESSTRATEGIC OBJECTIVES

SALGA has undergone profound institutional change ...

OBSTACLES: 1) Inadequate financial resources;2) Withdrawal of KZN from unitary structure

SALGASALGA’’S 2009/10 S 2009/10 BUSINESS PLANBUSINESS PLAN

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APPRECIATING THEAPPRECIATING THECONTEXT CONTEXT ……

A NEW NATIONAL ELECTORAL MANDATE ...

• MTSF 2009 – 2014 guides planning and resource allocation across all spheres of government;

• Informed by the MTSF & 2006 mandates, municipalities are expected to adapt their IDPs in line with new MTSF;

• Must take into account 2015 UN Millenium Development Goals;

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OBJECTIVES OF THE ELECTORAL MANDATE ...

1. Halve poverty & unemployment by 2014;2. Ensure a more equitable distribution of the

benefits of economic growth & reduce inequality;3. Improve the national health base and skills profile

& ensure universal access to basic services;4. Improve the safety of citizens by reducing

incidents of crime & corruption;5. Build a nation free of all forms of racism, sexism,

tribalism & xenophobia.

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15 YEARS AFTER DEMOCRATISATION, DESPITE A FASTER TRAJECTORY OF GROWTH & DEVELOPMENT, CHALLENGES REMAIN:

Yes, but requires a decisive state, with higher levels of legitimacy, and a more cohesive society, prepared to jointly pursue a common vision ...

Can these challenges be addressed?Can these challenges be addressed?

Massive unemployment

Inequality Violent Crime

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THE IMPACT OF THE GLOBAL ECONOMIC CRISIS

1. Will have a dampening effect on SA’s economic growth, at least up to 2010;

2. Annual average GDP growth forecast at to 3 – 4% in 2009 - 2014;

3. Will affect government revenue and borrowing to finance deficits will be difficult;

4. Poses challenges for employment, training, income distribution and social security;

As front-line service providers, municipalities will confront formidable challenges, as revenues decline at the same time as the demand for FBS increases

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2009 – 2014 MEDIUM TERM STRATEGIC FRAMEWORK

Basic ThrustBasic Thrust Main FocusMain Focus

Improve the conditions of life of all South Africans and contribute to building a better Africa and a better world.

Minimise the impact of the economic downturn on SA’s productive capacity as well as jobs and poverty-reduction measures, to identify new areas of growth & economic participation, and gradually to set the country on a new growth and development path.

Municipalities have a pivotal role to play in:1.Stimulating growth of local economies & ensuring the benefits are shared;2.Halving poverty & unemployment to create equity & social cohesion;3.Providing universal access to electricity, water and sanitation in decent community settlements.

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LOCAL GOVERNMENT WILL BE REQUIRED TO ALIGN ITS PLANNING WITH THE CORE ACTIVITIES OF THE MTSF

Major infrastructure programmes with a large impact;Public employment projects centred on public works projects & expansion of public services such as health, education & social work;A comprehensive revamp of the social security system;Large investment projects of the private sector: security of fuel supply, environment-friendly energy and supplier industries for infrastructure projects;Enhanced productivity across the private and public sectors underpinned by a massive skills development programme;Public & private socio-economic projects with a low import content such as housing construction

All these programmes will be implemented in a physical space – a municipal space or local economy. Local government must position itself to seize the opportunities

presented by

the 2009 –

2014 MTSF18


THE MTSF PRIORITY OF BUILDING A DEVELOPMENTAL STATEBUILDING A DEVELOPMENTAL STATE, HAS MAJOR IMPLICATIONS FOR LOCAL GOVERNMENT ...

Strong organised local government is required to promote the interests of the local sphere in all these areas

• A National Planning Commission is to be operationalised, with a mandate to ensure joint planning and alignment of plans & programmes across spheres & SOEs within a spatial development framework;

• The policy review of provincial & local government is to be completed and powers and functions to be allocated to the appropriate spheres of government;

• A system for M&E for all spheres is to be implemented at the Presidency

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THE MTSF PRIORITY OF IMPROVING THE DELIVERY & QUALITY OF PUBLIC SERVICES, MAKES DIRECT REFERENCE TO LOCAL GOVERNMENT ...

Strong organised local government is required to promote the interests of the local sphere in all these areas

• Capacity of municipalities is to be improved by recruiting and retaining skilled professionals in critical areas;

• Employment practices in municipalities are to be reviewed, to ensure that posts are filled by appropriately qualified people;

• A core set of performance indicators is to be implemented for local government;

• The process towards a Single Public Service is to be concluded.

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Governance & IGR

International Relations & ProtocolIGRAdvocacy and lobbyingGovernance Support5YLGSA- Coordination

Strategy, Policy & Research

ResearchPolicy DevelopmentStrategy, Business Planning & Organisational PerformanceKnowledge Hub & Management

Municipal Institutional Development

Collective Bargaining & Labour RelationsERP systemsAsset managementHR SupportLocal Government Finance & Budget PlanningCapacity Building

Economic Development & Development Planning

Environmental Management & Regulatory SupportDevelopment Management & PlanningEconomic Development (ICT, ASGISA, IDPs, PGDS, NSPS, EPWP)

Land reform and housing

Communications, Marketing &Donor Relations

Internal Audit

Legal, Compliance & Risk

Legal

Compliance

Risk Management

Municipal Infrastructure and Services

Solid WasteWaterElectricitySanitationTransportation & RoadsInfrastructure

Secretariat

Community Development

Human DevelopmentSafety & SecurityHealthDisaster ManagementMainstreaming e.g. Youth, Gender, HIV

Finance and Corporate Services

Finance and TreasuryHRAdministrationICT

Office of the CEO

International relationsNational IGRStakeholder engagementOrganisational leadership

2010

Provincial Offices

Eastern Cape

Free State

Gauteng

KwaZulu Natal

Limpopo

Mpumalanga

Northern Cape

North West

Western Cape

Executive Support in the Office of the CEO

ORGANISATIONAL ORGANISATIONAL TRANSFORMATIONTRANSFORMATION

New directorates with newlyNew directorates with newly--appointed appointed EDs , with objective of deepening and EDs , with objective of deepening and enhancing capacity to advise, represent enhancing capacity to advise, represent and support SALGAand support SALGA’’s memberss members

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2007/08 2008/09 2009/10 2010/11 2011/2012

Projects 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

A

B

C

D

E

F

G

H

I

J

K

2009/10Business

Plan

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PRIORITY DELIVERABLES��

�� 2009/10�� 2009/10

1.1. Human Development Strategy Human Development Strategy 2.2. Profiling Local GovernmentProfiling Local Government3.3. Lobbying and advocacy on all relevant policies and Lobbying and advocacy on all relevant policies and

legislationlegislation4.4. Stimulating Local EconomiesStimulating Local Economies5.5. Councillor SupportCouncillor Support6.6. Municipal Human Resource ManagementMunicipal Human Resource Management7.7. Climate ChangeClimate Change8.8. Consolidating SALGAConsolidating SALGA’’s internal change agendas internal change agenda

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PRIORITY DELIVERABLES�� 1: �� 1:

��

• Equity in transversal issues (social cohesion, poverty, gender, disability, children’s rights, youth development and HIV/AIDS);

• Implementation of a Disability Strategy;• Implementation of a Gender Empowerment Framework;• Establishment and launch of a Local Government Women’s

Commission• Audit public safety policies and programmes, including an

assessment of municipal capacity for disaster management

MTSF APEX Priority 7MTSF APEX Priority 7: Cohesive & Sustainable Communities – building social cohesion

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PRIORITY DELIVERABLES

�� 2: �� 2: ��

• Profiling the accomplishments of local government, since 2006, through communication & marketing

• Strong and effective representation of local government in the national and provincial legislatures.

• Strong and effective representation of local government in the budget forum, national clusters & makgotla.

• Comprehensive review of progress against the 2006 Local Government Mandate, to provide a ‘bottom up’ perspective & position LG in the developmental state

MTSF APEX Priority 10MTSF APEX Priority 10: Democratic Developmental State

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PRIORITY DELIVERABLES�� 3: �� 3: ��

• Lobbying national government to support local government in responding the Global Economic Crisis;

• Lobby for local government’s interests to be served in the National Planning Commission and in the policy review;

• Strong local government position, underpinned by rigorous research, presented to the Budget Forum in October 2009 on municipal finance issues,;

• Lobby for the interests of local government in the Electricity Distribution Industry Restructuring;

• Represent the interests of local government in Primary Health Care and its provincialisation;

MTSF APEX Priority 10MTSF APEX Priority 10: Democratic developmental state

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PRIORITY DELIVERABLES

�� 4: �� 4: ��

��

• Develop approaches for rural municipalities to stimulate local economies;

• Develop a position paper on legislative proposals for effective land use management;

• Mobilising non-host cities on 2010 issues, in terms of SALGA’s 2010 Legacy Framework;

• Position paper on the state of ICT in Local Government;• Increasing the number of municipalities reporting on and

participating in EPWP

MTSF APEX Priority 1MTSF APEX Priority 1: Speeding up growth & transforming the economy to create decent work & sustainable livelihoods.MTSF APEX Priority 3MTSF APEX Priority 3: Rural development linked to land reform

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��

• Implementation of the Municipal Office Bearers Handbook based on the Code of Conduct for councillors and municipal officials.

• Improvement in the administration of the Municipal Councillors Pension Fund;

• Capacity building for councillors;• Represent the interests of councillors on remuneration issues,

to improve the equity of councillor remuneration.• Coordinate training of working group councillors on municipal

services


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• New Collective Agreement on Salaries and Wages in place; • Assist municipalities with the finalization of bench-marking and

job evaluation processes;• Represent the interests of municipalities in relation to the MTSF

objective of improving HR capacity in local government;• Represent the interests of municipalities in the SPS initiative;• Finalize the new Disciplinary Procedure Collective Agreement ;• Finalize the Wage Curve Collective Agreement;• Negotiate the Medical Scheme for low income groups in local

government;

MTSF APEX Priority 4MTSF APEX Priority 4: Skills & human resource base

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��

• Develop a local government response plan on climate change

• Developing a local government renewable energy strategy;

• Implementation of the local government energy efficiency plan;

• support municipalities in carbon trading on municipal infrastructure services

MTSF APEX Priority 9MTSF APEX Priority 9: Sustainable Resource Management

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• Attainment of an unqualified audit opinion for 2009/10;• Implementation of a new SALGA Funding Model, to more

effectively implement the mandate of organised local government;

• Implement a knowledge management and sharing system, including learning networks and dissemination systems.


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DETAILED PROGRAMMEOF ACTION

REPRESENTATIVE ROLE

EMPLOYER ROLE

ADVISORY & SUPPORT ROLE

5 YEAR LOCAL GOVERNMENT STRATEGIC AGENDA

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REPRESENTATIVE REPRESENTATIVE ROLEROLE

SALGA PROGRAMME OF ACTION 09/10

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• National: Strong and effective representation, advocacy and lobbying for the interests of local government in the national legislature and NCOPProvincial: Strong and effective representation, advocacy and lobbying for the interests of local government in provincial legislatures and the NCOP

• National: effective and impactful representation of SALGA in IGR structures through the identification of constitutional and governance factors that constrain SALGA's ability to fulfil a more proactive governance support and stabilisation roleProvincial: Each province to conduct quarterly assessments of governance structures; capacitate provincial offices to play a more pronounced role

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REPRESENTATIVE ROLE

• National: Implementation of a programme for structured engagements with stakeholders and IGR structures.Provincial: Develop a database of keys stakeholders at provincial level, initiate structured engagements with each stakeholder

• National: Facilitate increased representation by SALGA in all IGR Structure, including the national clustersProvincial: Develop strategy for participation in provincial legislatures;

conduct assessment of district IGR forums with a view of improving functionality of district IGR structures; facilitate increased participation in Premier's IGR forum (PCF); conduct an assessment of PCFs.

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REPRESENTATIVE ROLE

EMPLOYEREMPLOYERROLEROLE

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Bargaining componento Finalise the Collective Bargaining Strategy in preparation for the

upcoming wage and salary negotiationso Finalize the new Disciplinary Procedure Collective Agreement o Finalize the Wage Curve Collective Agreemento Negotiate the Medical Scheme for low income groups in local

government

Labour relations (arbitration, conciliation, dismissal)o Assist municipalities with conciliation and arbitration processes;o Facilitate employee transfers from municipalities to REDS by signing and

implementing a Memorandum of Agreement between SALGA and EDI Holdings and implementing Collective Agreements on the transfer and placement of employees.

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EMPLOYER ROLE

Skills Developmento Implementation of Capacity building Programmes for Councillors in collaboration

with LGSETA, PALAMA, DBSA, DPLG & Treasury. Total Number: 10,500o Dedicated training courses for NEC & PEC memberso Target 2,500 participants through MoU’s with Higher Institutions of Learning to

participate in the training programmes on municipal finance, project management and the Executive Leadership Municipal Development Programme.

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EMPLOYER ROLE

PROVINCE NUMBER OF COUNCILLORS

TARGET09/10 CATEGORY OF TRAINING

CUMULATIVE DELIVERY

SINCE 2006

FS 825 400 Conflict Management, Leadership, LED, Municipal Finance, Executive Leadership Development Programme, LODLOG

485

EC 1200 600 Leadership, LED, Municipal Finance, ABET, Executive Leadership, Municipal Development, Conflict management, LODLOG

564

GP 933 400 Executive Leadership , unicipal development, Municipal Finance, Gender mainstreaming, LODLOG

699

KZN 1782 800 Local government , Legislation, Leadership,Councillor roles and responsibilities, LODLOG, Municipal Finance

560

LIM 1291 500 Conflict Management, Leadership, Ward Committee Programme, Local Government Legislation, LODLOG, Executive Leadership Municipal Development

657

MP 778 504 Disaster Management, sign language, EPWP , Spatial Development Framework, water and sanitation, climate change, MFMA , MPRA, Chairing internal disciplinary\appeal hearings;, Conflict Resolution , Occupational Health and Safety, protocol for councillors and officials,ELMDP, Middle & Junior Management Development Programme, Performance Management

488

NC 350 350 ABET, Leadership, Conflict Management, Municipal Development, LODLOG, Executive Municipal Development Programme, Local Government Legislation

225

NW 788 450 Conflict Management, Leadership, Municipal Finance, LODLOG, Executive Municipal Development , Local Government Legislation

398

WC 748 400 Advocacy and Lobby, EIA Spatial planning, Executive Municipal Leadership Programme, Code of Conduct & Roles and Responsibilities, LED, Climate Change, Social Cohesion, GAMAP/GRAP, SCM, MFMA, Disaster Management framework

422

CAPACITY BUILDINGTARGETS

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Job evaluationso Assist municipalities with the finalization of bench-marking and job

evaluation processeso Facilitate the finalization and implementation of the Wage Curve in

the sectoro Manage disputes emanating from the wage curve processes

Municipal HRo Develop an HR Strategy for the Sectoro Conduct a National Skills Audito Refine and update SALGA position on SPS o Ensure greater compliance with workplace legislation

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SUPPORT & ADVISORY SUPPORT & ADVISORY ROLEROLE

(including supporting the (including supporting the Change Agenda)Change Agenda)

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National: Development and implementation of a programme of hands-on support strategy to municipalitiesProvincial: municipalities with chronic challenges to be identified and given direct hands-on support

National: Implementation of the Municipal Office Bearers Handbook based on the Code of Conduct for councillors and municipal officials.Provincial: Conduct workshop on office bearers handbook in every district

National: Improvement in public participation and the functioning of ward committees by facilitating the adoption of guidelines on ward committees and developing guidelines to clarify the role of CDWs and Ward CommitteesProvincial: Facilitate the adoption of the guidelines by at least 5 municipalities, conduct roll out workshops on the roles and responsibilities between CDWs and ward committees;

National: SALGA position on management and maintenance of roads infrastructure outside metropolitan areasProvincial: Provide inputs to the position paper.

SUPPORT AND ADVISORY ROLE

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Strategy, Policy and Research

• Comprehensive, grass-roots, bottom-up review of progress by municipalities in terms of the 2006 Election Manifesto and national targets;

• A Municipal response to the Global Economic Crisis;

• Craft and implement SALGA's research agenda on transversal issues, including migration and the poverty line as a means of determining eligibility for FBS.

• Advising municipalities about the policy instruments , programmes and projects for municipalities to address key development targets associated with poverty reduction, job creation and social cohesion at municipal level

•Knowledge management and sharing system in place.


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Community Development

• Development of a Human Development Strategy Framework and guidelines for municipalities to frame all Directorate national and provincial human development initiatives

• Development of a SALGA position paper on the delivery of Primary Health Care Services by Local Government

• Audit public safety policies and programmes, including an assessment of municipal capacity for disaster management

• Phased provincial roll out of the Handbook facilitating the Framework for an Integrated Local Government response to HIV and AIDS. Support provided to revive and strengthen Aids Councils

• Establish a Women’s Commission for SALGA to enable proactive engagement with gender-related policy and practice.


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Municipal Infrastructure and Services (MIS)

• National: Analysis of bulk municipal services tariffs and pricing Provincial: Establish consultative technical structures

• National: Implementation of the local government energy efficiency planProvincial: Support municipalities to implement the energy efficiency plan

• National: Coordinate training of working group councillors on municipal services Provincial: Organise provincial training sessions.

• National and Provincial: Evaluate existing WSP arrangements in District Municipality Water Services Authorities;

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Municipal Infrastructure and Services (MIS)

• National: Guideline of the municipal authority function in the regulation of municipal infrastructure services vis-à-vis the role of national sector Departments and regulators Provincial: Management of inputs to the guideline

• National: Guideline on municipal management of public works Provincial: Facilitate municipal inputs

• National and Provincial: Represent municipalities in the EDIR processes

• National: support municipalities in carbon trading on municipal infrastructure services Provincial: identify carbon trading opportunities in the province

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Economic Development and Planning

• Development of a State of IDP’s report for 2010/11 – based on all provincial IDP assessments

• Develop a position paper on legislative proposals for effective land use management (focus on the need for differentiated planning requirements)

• Engagement with Presidency and DPLG on the location of planning in the intergovernmental planning context

• Develop a local government framework on LED introducing the need for a differentiated approach to LED and identify approached to economic development in the rural context

• Increasing the number of municipalities reporting on and participating in EPWP

• Develop a position paper on current state of ICT at a local government level

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Municipal Finance

• Analyse of annual financial statements and audit opinions for 2007/08

• Develop a local government position for presentation to the Budget Forum in October 2009 on municipal infrastructure funding, Local Government Equitable Share and RSC replacement option

• Budget Week programmes in all provinces from February–April 2010 and development of provincial audit improvement plans

• Research report on Participatory Budgeting

• Undertake councillor oversight training in all provinces

• Monitor implementation of the MPRA and support municipalities who are unable to comply with the July 2009 timeframes

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Change Agenda

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• Attainment of an unqualified audit opinion for 2009/10

• Implementation of a new SALGA Funding Model

• Implementation of the Enterprise Resource Planning (ERP) System for SALGA integrating budgeting, payroll, budget expenditure, approvals, etc.

• Implementation and monitoring of the SALGA 2009/10 business plan;

• Development of a Policy for Strategic & Business Planning, including the establishment of a structure to drive strategic resource allocation and align planning and budgeting and an institutionalised review process;

• Enabling ICT infrastructure to be made available to enhance the research and knowledge management needs of SALGA and for SALGA to be a repository of information for municipalities

SUPPORTING SALGA’s CHANGE AGENDA

AND ADVISORY ROLE

5 Year Local 5 Year Local Government Strategic Government Strategic

AgendaAgenda

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5YLGSA: MONITORING DELIVERY BY

MUNICIPALITIES

�� :

• Progress reports on progress in KPAs (SALGA’s provincial offices & DPLG);

• Municipal IQ:– Productivity Index– Poverty Gap Index

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5YLGSA

Governance Indicators, September 2008Governance Indicators, September 2008% Vacancies MMs with

signed Pas

s57 Managers with PAs

Financial Management

MM CFOs s57 DisclaimersQualifications Est Audit Comm

Eastern Cape 2% 7% 16% 32% 31% 20 (50%) 9 (23%) 91%

Free State 25% 24% 24% 30% 11% 14 (74%)*** 3 (16%)*** 72%Gauteng 29%* 0% 50% 100% 100%* 3 (21%) 4 (29%) 100%

KwaZulu-Natal 12% 8% 22% 100% 90% 16 (24%) 24 (39%) 74%

Limpopo** 3.3% 27% 15% 80% 73% 11(37%) 4(13%) 93%

Mpumalanga 5% 14% 6% 100% 96% 5 (24%) 3 (14%) 90%

Northern Cape 33% 34% 40% 92% 90% 25 (78%) 4 (13%) 56%

North West 25% 12% 19% 90% 77% 16 (67%) 1 (5%) 76%

Western Cape 7% 10% 17% 86% 48% 2 (7%) 17 (57%) 96%Total 11% 13% 23% 77% 58% 106 (41%) 71 (29%) 79%

Source: DPLG, January ‘09 Lekgotla submission, * SALGA Gauteng Office, for Mar ’09; **SALGA Limpopo Office, for Mar ’09; ***SALGA FS Office, for Mar ’09

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5YLGSAFREE BASIC SERVICES

Water Sanitation Backlogs Electricity Backlogs

Backlogs % indigent HHS FBW

Eastern Cape 1 586 739 61% 450 000 345 911

Free State* 68 677 99% 48 853 33 795

Gauteng 66 483 76% 442 179 710 629

KwaZulu-Natal 434 647 71% No info No info

Limpopo 335 435 67% 704 016 317 375**

Mpumalanga 171 586 61% 246 314 242 059

Northern Cape 8 606 92% 30 292 46 608

North West 175 359 65% 437 099 174 223

Western Cape 1 212 010 90% 1 208 460 ***No backlog in formal areas

Backlogs: September 2008

Source: DPLG, January ‘09 Lekgotla submission, * SALGA FS Office , up to Dec ’08, SALGA **Limpopo Office, up to Mar ’09, ***SALGA WC Office, up to

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Adequate resources are in place (financial and human) & timeous payment of membership levies

Effective functioning of SALGA’s governance structures: scheduled PEC, WG &

NEC meetings take place

Adherence to timelines

as per SALGA’s

governance framework

Accurate representation & articulation of SALGA’s

position at key fora

Reduction of ‘no shows’

By deployed councillors at IGR fora

Full participation of KZn and

resolution of current

stalemate

If any of these assumptions are violated, delivery of the 2009/1If any of these assumptions are violated, delivery of the 2009/10 0 business plan will be compromisedbusiness plan will be compromised

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SALGA participation in NCOP

• Challenges– Delegates are not full-time in NCOP

• Split loyalties between local constituency and national interest• Last minute changes to programme problematic

– Costly to participate• Travel, accommodation and subsistence costs – in excess of

R15m p/a • Inadequate resources to service all relevant select

committees• No available office space within parliamentary precinct

– Ineffective participation• Inconsistent representation (not same persons per topic)• Inconsistent attendance in committee deliberations, if at all• Very little political lobbying

Participation cont

• Strategic approaches– Full time representation

• Idea of full-time councillors approved at NMA• Full proposal to serve at following NMA towards 2011

– Costs• SALGA is reviewing its funding model• Has requested assistance from national government in

this regard– Participation

• Mandating framework approved by NEC• Engagement at legislatures on basis of full authority via

NEC, Working Groups

• Provincialisation of Primary Health Care;• Devolution of Housing;• 17th Constitution Amendment Bill (REDs)

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Key Legislative Issues for 09/10

Provincialisation of Primary Health Care

• Key issues– Provincial health departments have tried

implementing, provincialisation with varying degrees of success.

– Opposition to provincialisation has come particularly from the metropolitan municipalities and SALGA.

– Different levels of provincialisation per province – District Municipalities: generally support

provincialisation and Metros are in favour of assignment PHC to the Metro

– The secondment of staff to the provinces is unconstitutional, and is hampering the effective delivery of services.

Provincialisation cont

• NMA resolves– “Supports Provincialisation but with the proviso

on the progressive de-centralisation of the function to municipalities that have the capacity”

Devolution of the Housing function• Key issues

– Housing can best be delivered by the sphere of government closest to the communities,

– Housing delivery needs to be aligned with other built environment functions that are a responsibility of local government, such as infrastructure, public works programs and basic services,

– Municipalities are a logical site for the effective alignment of inter- departmental and intra-governmental funding streams that eventually contribute to the development of sustainable human settlements,

– Delivery of housing does not generate any revenue for municipalities, therefore the assignment of the function to local government must be accompanied by associated funding from the national fiscus.

– If municipalities were to be assigned the function, the sheer number of institutions (municipalities) that would be responsible for delivery provides an opportunity to improve the rate of delivery.

– Assignment of the delivery function to municipalities provides an opportunity for provinces to monitor and supervise delivery by municipalities and develop appropriate capacity to focus on this function.

Devolution cont• NMA resolves

o In the short term, advocate for Metros and category B1 municipalities to be allocated responsibilities equivalent to level 2 accreditation responsibilities by June 2010, in the short term,

o In the medium to long term, the current housing delivery functions allocated to provinces should be devolved to local government.

o When the function is devolved to local government its allocation between category B and C municipalities should be aligned to the allocation of other key built environment functions such as water supply, sanitation, local roads etc.

o Funding for built environment functions must be integrated into a single funding stream

o National Department for Sustainable Human Settlements position must position itself to play a sector leadership and regulatory role.

o District municipalities and/ or Provincial governments must prepare to take more of an ongoing strategic support role to municipalities that are responsible for the housing function.

o SALGA must ensure that there is ongoing capacity building on effective delivery of the housing function.

17th

Constitution Amendment Bill (REDs)

• Key issues– The nature of the relationship between the REDs

and municipalities– Local government participation in the discussions

regarding the Draft 17th Constitution Amendment Bill

– Structuring of the negotiations process– The nature of the transaction– The concept of a “Consolidator” and the role of

EDI in the negotiations process– The municipal preparatory processes towards the

establishment of the REDs

REDs cont

• NMA resolves– SALGA in support of EDI restructuring– Constitutional amendment does not obviate the

need to finalise key policy issues on EDIR– EDI Restructuring legislation must accompany

constitutional amendment– Municipalities to remain service authorities for

electricity provision– Electricity funding streams to be secured through

agreements with REDs, including surcharges and dividends

– Municipalities must be majority economic benefit shareholders in REDs

Overview of National & Overview of National & Provincial Interventions in Provincial Interventions in Municipalities & Service Municipalities & Service

Delivery ProtestsDelivery Protests

BACKGROUND: SERVICE DELIVERY PROTESTS

•26 major protests have been recorded between 1 Jan and 24 July 2009, one short of last year’s total, accounting for 20% of protests since 2004;

•21 of the 26 protests have taken place since the April ‘09 elections

sSource: Municipal IQ Hotspots Monitor & Briefing #138

2004 2005 2006 2007 20082009 (Jan‐

Jul)

Series1 10 35 2 31 27 26

0

5

10

15

20

25

30

35

40

BACKGROUND: GEOGRAPHY OF PROTESTS

• In 2009: Gauteng remains the largest site of protests (because of growing informal settlements),

• Mpumalanga shows a marked increase;• NW (15% & WC (15%) account for a high proportion of the national aggregate.sSource: Municipal IQ Hotspots Monitor & Briefing #138

Eastern Cape4%

Free State7%

Gauteng26%

Kwa‐Zulu/ Natal4%

Limpopo11%

Mpumalanga18%

North West15%

Western Cape15%

Eastern Cape5%

Free State15%

Gauteng30%

Kwa‐Zulu/ Natal8%Limpopo

3%

Mpumalanga8%

North West17%

Western Cape12%

Northern Cape2%

2004 - 2009 2009

INTERVENTIONS BY OTHER SPHERES: S139

Municipality Year of Intervention

Nature of Problem Consultation with OLG

Ditsobotla May-08 Governance, financial and administrative dysfunctionality

Yes

Ngaka Modiri Molema DM

Jul-09 Non-compliance with a number of obligations No

Mohokare Jun-08 Governance and financial Yes Xhariep DM 09-Jun-08 Governance and financial Yes

Alfred Nzo DM Apr-09 Governance, Financial and HR management Unknown Kou-Kamma LM Apr-09 Governance, Financial and HR management Unknown Mnquma LM Jan-09 Dysfunctional council Unknown

Pixley ka Seme Mar-09 Poor leadership and financial controls No Mkhondo Jul-09 Unclear grounds for intervention No

Amajuba Dec-07 Service delivery Yes Umzinyathi Dec-07 Service delivery Yes Newcastle Dec-07 Service delivery Yes Utrecht Aug-07 Financial Administration Yes

Nokeng Tsa Taemane

Jul-09 Financial distress, financial management Yes Gauteng

Kwazulu-Natal

Mpumalanga

Eastern Cape

Free State

North West

Municipalities currently under s139

INTERVENTIONS BY OTHER SPHERES: S106

Municipalities currently under s106 InvestigationsMunicipality Year of Intervention Consultation with OLG

Madibeng LM 07-Jul-09 No Greater Taung 07-Jul-09 No Ventersdorp 07-Jul-09 No Mafikeng 07-Jul-09 No

Letsemeng 08-Jul-08 Yes

Mkhondo Jul-09 No Lekwa Jun-09 No Pixley ka Seme Jun-09 No Nkomazi Jun-09 No

Mpumalanga

Free State

North West

Since 1999:• 36 s139 interventions;• 11 s106 interventions

T H A N K Y O U

69

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