Presentation to the Parliamentary Portfolio

Committee

12 March 2003

Contents The New SALGA Achievements: July 2002 to date Priorities till June 2003 Medium-Term Priorities 2003/6

Improving Direct Support to municipalities From Plans to Implementation

Working with other Stakeholders The Budget Process

Our Vision

A developmental and co-operative local government system in South Africa that is democratic and provides a better life for all

Municipalities that are well capacitated and sustainable and deliver high quality services in an equitable, affordable and accessible manner

Our Mission

An integrated, sustainable organised local government association that: Acts as the voice of local government in

provincial, national, regional and international relations;

Supports and strengthens the capacity of municipalities; and

Serves as a centre for knowledge and information management

through (dedicated political leadership and) the provision of professional value-adding products and services

Our Strategic ObjectivesTo continuously improve SALGA's ability to deliver high quality services to its

members whereby:a. Municipal development strategies are sustainable and improve the lives of the poor.b. All municipalities have effective IDPs and Performance Management Systems.c. All municipalities have effective financial management systems and are financially

viable.d. Democracy and accountability at a local level is deepened.e. The quality and rate of municipal service delivery is improved.f. The HR and labour relations environment promotes efficient and effective service

delivery.

2. To increase the impact and influence of organised local government.3. To increase the skills base within the sector within the context of the National

Skills Strategy4. To increase knowledge sharing and improve the communications capacity as

well as vertical and horizontal connectivity of OLG and municipalities.5. To leverage the collective buying power of municipalities to benefit the sector.6. To ensure that South African local government plays a critical role in

furthering Africa's development at a regional and international level.

Our New Structure

Note: Representative of 1st 3 levels Actual Provincial Structures vary

Office of the CEO

Executive DirectorCorporate Services

Executive DirectorPolicy & Strategy

ManagerFinance& Admin

ManagerDevelopment

Planning

ManagerG&L

ManagerLR

ManagerMunicipalFinance

ManagerHuman

Resources

Chief Knowledge

Officer

Director:Province x9

Communications Officer

Policy & Intergovernmental Relations Officer

Labour Relations Officer(s)

Capacity BuildingOfficer(s)

Finance & Admin Officer

ManagerMarketing &

Communications

ManagerExternal Relations

CEO

Municipal Support &

Interventions Unit

FunctionalTeams

FunctionalTeams

FunctionalTeams

SALGA Enterprises

FunctionalTeams

Legal Advisor

ManagerService

Infrastructure

ManagerCapacityBuilding

Executive DirectorHuman Resource Development

Executive DirectorProgrammes

ManagerSP & PM

ManagerPeer

Learning

ManagerP&M

SupportHead

ParliamentaryAffairs

Manager: OCEO

Achievements: July 2002 to Date

Achievements to Date IGR & Policy Formulation

Formal representation on the Presidential Co-ordinating Council.

Participated in the formulation of a new IGR Framework.

MFMB - won significant gains for OLG and the continuing independence of the local government sphere.

Signed Electricity Distribution Industry Co-operation Agreement.

Governance Drafted Mayoral Handbook. Undertook a number of municipal interventions

regarding governance issues e.g. Quakeni (EC), Moqhaka & Dihlabeng (FS), Taung & Bela

bela (NW)

Achievements to Date Labour Relations

Agreement on shift to multi-year bargaining and multi-year salary and wage agreement

Agreement on grievance and disciplinary procedures Capping of medical aid contributions Establishment of labour relations database

Capacity Building Development of a Skills Development Strategy Initiation of a Sector Skills Strategy Chairpersons Intervetion in the LGWSETA SALGA/DPLG agreement on a joint approach to

developing an Integrated Capacity Building Strategy for the Sector

Achievements to Date Training & Information Sharing

Core Councillor Training Programme 93% of approximately 8000 councillors have been through this

programme. Financial Management Training Programme

Approximately 700 councillor have gone through Module 1 of this programme.

HIV/AIDs Programme Approximately 600 councillors have gone through Phase 1 of

this programme. TASK JE System Training Workshops

Approximately 1000 councillors and officials participated in these workshops.

WSSD report-back workshops Approximately 160 municipal representatives have

participated in this programme so far.

Achievements to Date International Relations

Hosted AULA Executive Committee. Hosted CLGF Conference. Finalised LGIB Co-operation Agreement. Sponsored municipal partnership agreements under the

auspices of the Commonwealth Good Practice Scheme. Councillor Support

Development of a tax support service. Conferences and Events

Co-hosted Local Government Session of WSSD. Communications Conference - brought local government

communicators together for the first time and launched the National Communications Steering Committee.

Formed Local Government Consultative Assembly. Delivered Successful NGC.

Achievements to Date Internal Restructuring

Adopted & Finalised New Administrative Structure

Developed new Internal Systems and Policies

HR & Finance policies Audit and Procurement Committees PM policy Draft Governance Charter

Priorities until June 2003

Priorities till June 2003 Increasing the quantity and quality of engagement with,

and service to, municipalities. Developing a clear understanding of municipal needs and

capacity. Developing guidelines for the Remuneration of Municipal

Managers Ensure Employee Performance Management Agreements

in place for Section 57 Employees. Implementation of the Councillor Support Programme. Rolling-out an ongoing programme of visits to

municipalities. Finalisation of the integrated capacity building strategy. Stabilisation of LGWSETA

Appointment of turn-around manager Constitutional changes, new systems, professionalisation of

management Redeployment of representatives

Priorities till June 2003 Establishment of the Knowledge Sharing

Programme Launching the District and Local Municipality Networks Districts

AMATOLE (EC), CACADU (EC), THABO-MAFUTSAYANE (FS), SEDIBENG (G), WESTERN (G), UGU (KZN), UMGUNGUNDLOVU (KZN), WATERBERG (L), VHEMBE (L), SEKHUKHUNE (M/L), ENHLAZENI (M), FRANCES BAARD (NC), KHARA HAIS [UPTINGTON] (NC), SOUTHERN (NW), BOPHIRIMA (NW), BOLAND (WC)

Local Municipalities KING SABATA DALINYEBO (EC), EMFULENI (G), MOGALE CITY (G),

MATJHABENG (FS), UMHLATHUZE (KZN), POLOKWANE (L), MBOMBELA (M), SOL PLAATJE (NC), RUSTENBURG (NW)

Establishment Programme for each Network Discussion paper, peer review, Master Class, research

projects Launch of Municipal Excellence Awards Launch the LG Portal

Priorities till June 2003 SALGA Databases

Municipal HR policies Legislation Water LG Resources

MFMA implementation Tool-kits

Sustainable Development Economic Development CBP manual

Priorities till June 2003 Establishment of a Budget office

Municipal Budget Week Roll-out of the SALGA Development Train Finalisation of the political and administrative

restructuring process Improving organizational efficiency and

effectiveness and instilling a new organizational culture

Building the public profile of SALGA National Conference Preparations Implementing the NGC Resolutions

Medium-Term Priorities 2003/6

Key Informants NGC Resolutions State of the Nation Address Budget Speech

Priorities 2003/6 Councillor support programme

Remuneration, tax advice, benefits. Optimal Governance Systems for Local

Government Optimising institutional arrangements Powers & Functions Improving intergovernmental relations Optimising governance relationships Improving the operations of ward committees Review of enabling legislation including by-laws Finalisation of the restructuring of professional bodies

Priorities 2003/6 Economic Development

Building local capacity to develop effective and sustainable economic development strategies.

Exploring and strengthening urban-rural linkages and increasing SALGA’s involvement in URS & ISRDP.

Leveraging municipal economic assets. Developing effective strategies to deal with the operational

and economic impact of HIV/AIDS. IDPs & PMS

Improving the relationship between development strategies, IDPs and council budgets, service delivery systems and institutional arrangements.

Mainstreaming community-based planning. Improving municipal performance management systems. Mainstreaming Gender.

Priorities 2003/6 Development of a Labour Relations

Environment that Promotes Service Delivery Finalisation of an Institutional Framework for the

sector. Public Sector alignment and integration. Restructuring of the municipal pension and medical

aid funds. International Relations

Strengthening Inter-municipal & OLG partnerships. Mainstreaming NEPAD. Revival of AULA. Reform of international OLG bodies.

Priorities 2003/6 Capacity Building

Development of an integrated support & capacity building strategy

Building a strong LG Leadership Cadre Roll-out of the knowledge sharing programme and

the learning networks Improving SALGA’s on-site support capability

Communications Improving Municipal Communications

Skills audits, District CSC in line with MPSCs Roll-out of the Local government portal and sector

level systems integration (ICT strategy for the sector).

Priorities 2003/6 Internal

Improving the public profile of SALGA Local Government Day: 5th December

SALGA Enterprises. Consolidation of the political and

administrative restructuring of OLG.

Improving the SALGA/Municipal Interface

Historical Interface Participation of municipal representatives in

SALGA processes Training Policy Guidelines e.g. IDP guidelines, Access

to Information Manual etc. Labour relations on-site support and advice. Communications Tools

Monthly Voice magazine. Twice-weekly electronic newsletter of topical

issues (Hologram). Quarterly seminar series (Hologram)

Areas of Concern The mandating and report-back process between SALGA

and municipalities was poor Many municipalities, as well as political and

administrative municipal leaders, were not aware of the full extent of SALGA activities and how they could effectively interface with the organisation

Participation within SALGA political bodies and processes tended to be limited to a relatively small number councillors and officials

Weak link between municipal reps and municipalities – latter not feel benefit of participation

SALGA’s visibility within municipalities was limited SALGA’s ability to intervene and provide on-site support

to municipalities was limited

Improving the Interface Improving the Mandating Process

SALGA working group/committee agendas distributed to municipalities first for a mandate before proceeding to provincial and national structures.

Introduction of a system of direct representation by municipalities on National Working Groups ( as opposed to only have provincial representatives/nominees).

Expand opportunities for participation. Working Group sub-committees

Improving the Interface with Municipal Leaders The Consultative Assembly Meetings with Municipal Managers

Improving the Interface Improving SALGA’s Visibility

Additional twice-weekly electronic newsletter Provincial workshops

Municipal Interventions and On-site support

Institutionalisation of Municipal Visits programme

Roll-out of Municipal Support and Interventions Unit

The Budget Process

2002/3 Estimated Sources of Income

INCOME National Government

Equitable Share Grant R15m Restructuring Grant R7m

Levies R98m

TOTAL SALGA REVENUE R120m

Hope to augment with donor funding and dividends from SALGA Enterprises

2002/3 Expenditure Estimates

M SALGA National R56,8 SALGA Gauteng R7,8 SALGA Limpopo R3,5 SALGA North West R2,4 SALGA Mpumalanga R1,8 SALGA Free State R3,9m 4 other SALGA R20.5 regions (est)

TOTAL R96,8

0

10

20

30

40

50

60

Nat MP

2002/ 03Budget

Estimated Expenditure til June 2003

SALGA National, Northern Cape, Free State, Eastern Cape, North West Approx. 42m (not including donor

funding)

2003/4 Income Projections National Government

20 250 000 Decrease from previous FY

Levies Same levy formula Invoices - March 2003 Income estimates - April 2003

2003/4 Business Planning & Budgeting Process 1 Jan to 21 Feb 2003

Standard guidelines and templates for budgetary process Finalisation of current financial data 2002/2003 f/y Agreement on overall split of total income

27 Feb SALGA overall strategic session (priorities for 2003-2006) Workshop report distributed to all 5 March 2003

28 Feb - 11 April 2003 Provincial, Directorate and work group strategic sessions held in line with

overall priorities set 11 - 18 April 2003

Provincial SALGA offices to consolidate provincial budgets (including working group plans) for central consolidation

21 - 25 April SALGA National Office (Programmes Directorate and Finance) develop

consolidated business plan & budget including national & provincial working groups and Pretoria & Cape Town offices

8/9 May 2003 SALGA Extended Manco Business Plan & Budget Workshop followed by Exco

From Planning to ImplementationWorking with Other Stakeholders

DPLG Lots of areas of synergy Joint meetings…Lekgotla

Donors Build on existing relationships

Other Govt Depts/Parastatals, Research and Development Agencies Strategic Partnerships

Key Challenges Ensuring the long-term sustainability of

the organisation. Improving SALGA’s public profile. Improving SALGA’s capability to provide

direct support to municipalities. Finalisation of the restructuring process

and amendments to the Organised Local Government Act.

Embedding cultural change within the organisation.

Thank You!