www.salga.org.za

SALGA

Strategic Plan

2017-22

www.salga.org.za

PROCESS

TOWARDS THE

DEVELOPMENT OF

THE SALGA

STRATEGY 2017-

2022

www.salga.org.za

PROCESS MAP

Consultation date Consultation Activity Key areas of discussion

22 – 23 September

2015

EMT Lekgotla Reflection on previous performance

of SALGA and the sector

Agreed on key areas of focus

12 – 13 May 2016 EMT Lekgotla

discussion with external

stakeholders

Agreed on seven thematic issues

that will drive the 2017-22 strategy

(the 7 issues informed the SALGA

commissions at the national

conference)

18 – 20 May 2016 NMA Chairperson’s remark informed the

Strategic vision for 2017-2022

08 June 2016 MM Forum The seven thematic issues

discussed at MM forum and MM

agree as the focus for the next term

10 July 2016 MANCOM 1st draft Strategic Framework with

four pillars is presented for

discussion together with a detailed

process plan

www.salga.org.za

PROCESS MAP

Consultation

date

Consultation

Activity

Key areas of discussion

July – Aug 2016 Directorate

dialogues

Directorate engage the draft strategic framework

with relevant stakeholders

EDP – convened a session with all PMs and

planning experts (inputs informs the strategic

objectives in goal 1 and 2)

MIS - convened a joint session and a separate MIS

session (inputs informs the strategic objectives in

goal 1 and 2 and a recommendation to rephrase

goal 2 (which was referred to as pillar 2)

July 2016 Email to EMT Email to EMT on the draft Strategic Framework to

guide the provincial conference commissions (pillar

two is now phrased differently due to outcomes of

various discussions especially inputs received from

MIS session)

www.salga.org.za

PROCESS MAP

Consultation date Consultation Activity Key areas of discussion

Aug - 2016 Provincial roundtables

WC

LP

NW

NC

GP

EC

(MP, FS and KZN could

not find suitable dates

for consultation process)

Roadshows are conducted in provinces

to discuss and unpack the draft

strategic framework. The sessions are

held with staff members and key

stakeholders within the provinces. While

the session is mainly on inputs on the

draft strategic framework, focus is also

made on the external and internal

situational analysis

Sep – Oct 2016 Provincial Conferences

(All PMs are part of the

commissions and form

part of scribers and

resource persons within

their provincial

conferences)

Presentations are delivered in plenary

and discussions in commissions.

(Programme Managers finalise and

submit the provincial conference

resolutions to MSS for consolidation)

www.salga.org.za

PROCESS MAP

Consultation date Consultation Activity Key areas of discussion

November 2016 Focus group discussions at

national level (EDs,

specialists and PMs at

national level) World café

format to ensure all

participants get an

opportunity to comment on

each strategic objective per

goal. (Four day session to

particularly deal with each

goal per day)

Robust engagements on the four

pillars of the draft Strategic

Framework. At the end of the

discussions, the framework is now

sitting with three goals and strategic

enablers

CD – provide inputs in a

presentation format which lobbied

for an extra goal

Inputs we all captured into goal 1

November 2016 CD – provide further inputs CD inputs are factored in goal 1

strategic objective 1.4. and not a

new goal.

18 November 2016 Email to EDs on the almost

final strategy inviting them to

a final leg of discussion

A session is held on 19 November

as a final clean up to the inputs

received at the Focus group

sessions.

www.salga.org.za

PROCESS MAP

Consultation date Consultation Activity Key areas of discussion

Nov – Dec 2016 National Conference Draft Strategic Framework with 3 goals and

strategic enablers is tabled in plenary. Seven

thematic topics are presented in commissions

informing the three strategic goals

Dec 2016 – Jan

2017

Internally focused

discussions (FCS and

OCEO)

Discussions on the role on internal structures to

support the SALGA Strategic Agenda

13 December 2016 MANCOM Presentation of the Strategic Framework as

presented to National Conference together with

the conference resolutions and process plan

going forward

(Focus group sessions to unpack the strategy

into an APP are scheduled and communicated

to EMT and MSS for January 2017 – These

sessions were cancelled in January and

replaced with EMT Lekgotla (which was

postponed twice before the actual date))

www.salga.org.za

PROCESS MAP

Consultation

date

Consultation

Activity

Key areas of discussion

29 Jan – 1 Feb

2017

EMT Lekgotla To unpack the strategic framework into

actual deliverables for SALGA

Targets are submitted from the different

business units per goal and strategic

objective

EMT Lekgotla is tasked to identify key

priority programmes (Items are presented

from the different groups. A conclusion is

taken for the Steering Committee to unpack

the priority programmes and package for

NEC Lekgotla)

3 Feb 2017 Steering Committee Steering Committee convene to look at the

list of priority programmes identified at the

EMT Lekgotla. Based on the Strategic

Framework, the Steering Committee

package the game changers and minimize

the list to at least 9 programmes

www.salga.org.za

PROCESS MAP

Consultation date Consultation Activity Key areas of discussion

22 – 27 Feb 2017 Focus group sessions

(3 sessions scheduled

to focus on a goal per

day)

Sessions to finalise the APP in terms of

clear and measurable targets (Sessions

are cancelled.)

February 2017 MSS and Finance and

Admin Managers

Forum

A session is convened to clean up the

APP. Recommendations are made on the

required changes. Directorates are

encouraged/requested to convene

portfolio specific sessions with provincial

PMs towards the development of

operational pans.

(CD, IGR, OCEO, FCS, MF and MID

make refinements on the APP) (EDP and

MIS satisfied with APP as is)

March 2017 Operational Plan Directorates are conducting sessions with

provincial PMs towards the Operational

Plan development.

(MIS, MF, IGR, CD, MID, OCEO have met

www.salga.org.za

PEC MAKGOTLA

OFFICE DATE VENUE

EC Done

FS 16 - 17 Marc 2017 Bloem Spar

GP Done

KZN 15 March 2017 Main Boardroom - SALGA

Offices, Musgrave Durban

(Ordinary PEC Meeting)

LP TBC

MP 20 April 2017 TBC

NC 28 - 29 March 2017 TBC

NW TBC

WC Done

www.salga.org.za

WIP

Consultation

date

Consultation

Activity

Key areas of discussion

March 2017 Operational plan Operational plans are finalised to enable the

development of reporting structures and templates

March 2017 Reporting Templates 1. Reporting templates to be developed based on the

operational plans

2. Team scorecards to be developed for the different

teams working on projects

March –

ongoing

(Final timelines

to be presented

on 17 March)

Change

Management

Process

The change management process focusing on:

1. Organisational structure redesign to fit the strategy

2. Consultations and presentation of proposed

organisational structures

3. Implementation plan on the preferred organisational

structure

4. Pilot some of the implementation plan to test the

efficiency

5. Roll out the organisational redesign to fit the strategy

and to ensure readiness to implement the 2018/19

APP

www.salga.org.za

WAY FORWARD

TIMELINES • 3 Feb

• 03 Feb

• 6 – 8 Feb

• 10 Feb

• 13-24 Feb or

beyond

• 24 Feb

• 03 Mar

• 10 Mar

• 31 Mar

STRATEGY

• Task team established by MANCOM in Dec to :-

– Refine Strategy and APP inputs

– Refine presentation template

– Refine the priority projects

– Refine programmes to deliver on the

strategy

• Develop presentations for the proposed

organisational priorities based

• Present Strategy and APP to NEC Lekgotla

• Task team to meet immediately after NEC

Lekgotla to unpack the outcomes of the Lekgotla

& factor into the current strategy

• Convene focused groups (National / provincial)

• APP 2017/18 finalised for submission to COGTA

• Budget panel committee meeting

• Operational plans and demand plans

• Reporting templates finalised

• Ready to implement by 1 April 2017

TIMELINES

• 20 Feb

• 13 Mar

• 27 Mar

• 3 Feb

and

ongoing

CHANGE

MANAGEMENT

• Stakeholder

engagements

• Organisational

design options

• Implementation

plan

• Regular

communication

PROCESS PRESENTED

AT EMT LEKGOTLA

Embarking on the Task of

Transforming Local Government

SALGA is expected to play a leading role in the transformation of LG to be developmentally oriented

SALGA has potential to make a strong contribution to the development of munic in the country, through eg:

• Provision of specialised services to strengthen capacity of LG

• Research and information dissemination;

• Facilitate shared learning between municipalities;

• Human resource development; and Cllr training [Leadership Development]

For the purposes of effective

cooperative government, OLG must:

• develop common approaches for

LG as a distinct sphere of govt;

• enhance co-operation, mutual

assistance and sharing of

resources among municipalities;

• find solutions for problems relating

to LG generally; and

• facilitate co-operative govt. & IGR.

Further expansion of SALGA’s

obligations through other legislation

• IGRF Act, Water Act, Demarcation

Act, etc

Objects of Local Government

1. to provide democratic and

accountable government for local

communities;

2. to ensure the provision of services

to communities in a sustainable

manner;

3. to promote social and economic

development;

4. to promote a safe and healthy

environment; and

5. to encourage the involvement of

communities and community

organisations in the matters of

local govt.

www.salga.org.za

SALGA MANDATE THEREFORE EVOLVED TO:

www.salga.org.za

The SALGA APP (2017/18) continues to bring greater focus to

SALGA’s programme of action, by having fewer and more impactful

and outcomes based indicators, as well as institutionalising a

multi-disciplinary planning and delivery approach within SALGA

3 • STRATEGIC GOALS

11 • STRATEGIC OBJECTIVES

47 • OUTCOMES

61 • TARGETS

SALGA PERFORMANCE PLANNING AND

REPORTING FRAMEWORK

www.salga.org.za

SALGA’s role in inspiring

Continuity and Change

• Focus on SALGA’s role as PROTECTOR to enforce rights of

LG robustly

• Constructively DISRUPT where the existing system

(legislative, fiscal, policy, institutional) compromises the ability

of LG to deliver on its mandate

www.salga.org.za

Stubborn

Spatial Legacy

Slow

transformation

15 year review of LG,

Stats SA reports,

NT reports

SDGs; AU 2063;

Climate Change Accord;

New Urban Agenda;

Disaster Management;

4th Industrial Revolution

High

Unemployment;

Low economic &

un-inclusive growth

NDP; B2B;

IUDF

What informs our medium term

strategic perspective

“A Rapidly changing, more Interconnected and

Complex World”

www.salga.org.za

STRATEGIC VISION:

“Inspiring Spatial Justice and Social Cohesion through

Integrated Management of Space, Economies and People”

GOAL 1:

Sustainable, Inclusive Economic

Growth and Spatial Transformation

GOAL 2:

Good Governance &

Resilient Municipal

Institutions

GOAL 3:

Financial Sustainability of

Local Government &

Greater Fiscal Equity

STRATEGIC ENABLERS:

ICT

Innovation

Data Intelligence

Research & Knowledge Management

IGR Advocacy & Structured Engagement

Partnerships

Capacity building

Strategic Profiling

www.salga.org.za

STRATEGIC GOAL1

Sustainable, Inclusive Economic Growth &

Spatial Transformation

High quality and reliable Service Provision and Infrastructure Investment

Sustainable Urban Development Programme

Regional Economic Strategies and

effective Land Use Management

Community Development and Social Cohesion

ENABLERS:

ICT, Data Intelligence, Research & Capacity Building, IGR Advocacy, Partnerships

www.salga.org.za

Strategic Enablers:

Capacity Building, ICT and Data intelligence, IGR Advocacy and Partnerships

STRATEGIC GOAL 2

Good Governance &

Resilient Municipal

Institutions

Strengthen oversight and

accountability and transparent

leadership practices

Modernise governance systems and processes

Sound and Productive Labour

Relations

Professionalisationof LG

www.salga.org.za

STRATEGIC GOAL3

Financial Sustainability

of LG and Greater

Fiscal Equity

Develop and support the implementation

of financial strategies for the

long-term sustainability and viability of local

government

To strengthen financial

management systems and

controlsTo support innovative revenue

enhancement strategies for local

government

Strategic Enablers:

ICT, Research and Capacity Building, IGR Advocacy, Partnerships

www.salga.org.za

SALGA’s Priority Programs

1. Sustainable Urban Development

2. Energy Sector Reforms

3. Municipal Information and Communications Technology (ICT)

4. Community Development and Social Cohesion

5. Good Municipal Governance

6. Fair and equitable remuneration dispensation for public office bearers

7. Professionalization of Local Government

8. Financial management and fiscal reforms

1. ICT

2. Data intelligence

3. Innovation

4. Capacity Building through SCLG

5. Research and knowledge

management

6. IGR advocacy and structure

engagements

7. Strategic Partnerships

8. Strategic Profiling

SALGA’s Strategic Enablers

Criteria for priority programmes:

High impact, Protector, Constructively disrupt,

www.salga.org.za

Explanatory notes to working groups

1. The first 10 Working Groups broadly address sectors and municipal areas

of work.

2. The last 3 Working Groups talk to the differentiated approach where the

groups are structured according to the categories identified in the IUDF:

i. Urban Development (Metros and Cities x45 from IUDF)

ii. Small and medium towns (low urban pop x 52 from IUDF)

iii. Rural and districts (x 155 being remainder)

3. These last 3 working groups will serve as governance structures for

different ‘types’ of municipalities where the different types can share

common problems and identify proposals, actions and support required.

4. The ‘differentiated’ working groups will feed all proposals into the other

working groups as appropriate as well as the NEC

5. The first 10 working groups will also report relevant issues to the

‘differentiated’ groups to ensure synery.

www.salga.org.za

PROPOSED NATIONAL WORKING GROUPS

CURRENT WORKING GROUPS

1. Economic Development and Planning

2. Climate Change,

Environmental affairs and

Sustainability

3. Municipal Finance and

Corporate Administration

4. Community Development

5. Municipal Trading Services

6. Municipal Infrastructure

Planning

7. Human Resource Development

and Collective Bargaining

8. Governance & IGR

9. Councillor Support and

International Relations

NEW PROPOSED WORKING GROUPS1. Bulk Infrastructure and Trading Services

(Electricity & Energy, Water, Sanitation, Waste

Management, 5th Utility, Fiscal policy for

Infrastructure)

2. Municipal Financial Management & Fiscal Policy

3. Councillor Support, capacity building and

institutional resilience

4. Governance and Inter Governmental Relations

5. Community Development and Social Cohesion

6. Health

7. Safety and Security

8. SALGA Women’s Commission

9. Built Environment and Planning (Human

settlements, Roads and Transport), Planning,

LUMS, economic development)

10. Environmental planning, climate change and

sustainability

11. Urban Development (Metros and Cities x45 from

IUDF)

12. Small and medium towns (low urban pop x 52

from IUDF)

13. Rural and districts (x 155 being remainder)

www.salga.org.za

is the flip side of resilience

STRATEGIC GOAL 2

Good Governance & Resilient Municipal

Institutions

www.salga.org.za

STATE OF MUNICIPAL HUMAN CAPITAL

MANAGEMENT – SALGA PROFILING

OUTCOMES

•

137

64

90

90

185

99

163

40

232

97

227

6471 74

123

133

56

86

56

88

11

85

15

106

36

81

35

18

10

10 19 27

21 30

28

81

7

26

14

4 6

50

15

58

11 2

3

2

142

7 33

16 3

3

21 3

3

25

65

3

43

6 13

MATURITY LEVELS PER FUNCTION

0 1 2

203

45

17 6 7

OVERALL MATURITY

0 1

www.salga.org.za

KWAZULU NATAL OUTCOMES

•

Kwa-Zulu Natal Province Profiled Municipalities - Maturity

Representation Per Level

Maturity

level Total No Municipalities achieving

level

Overall %

Represented61 of (61)

0 49 80%

100%

profiled in

KZN

1 6 10%

2 3 5%

3 3 5%

4 0 0%

Total 61

www.salga.org.za

KZN PER VALUE CHAIN

•

36

16 1912

43

18

38

6

52

28

51

28

1522

3138

12

28

15

27

3

24

3

136

136 3 1 3 4 3 4 2

6

14

15 2

1015

2 1 1 33 5 38 5 2 4

106 3

Kwazulu Natal

0 1 2 3 4

www.salga.org.za

TA

LE

NT

MA

NA

GE

ME

NT

FR

AM

EW

OR

K 01 Talent Strategy &

SDBIP AlignmentTalent planning process and

end-to-end talent

management solution design

02 Workforce Planning

Talent assessment,

critical skills gap

analysis and forecasting

03

Municipal Capability &

Competency Management

05

Learning &

Capability

DevelopmentLearning strategy,

learning content &

knowledge

management

06 Talent

Infrastructure

04

Talent Acquisition,

Development &

Mobilization

TALENT

MANAGEMENT

FRAMEWORK(source: adapted Bersin TM Framework)

• For what do we hire?

• Against what do we assess?

• Toward what do we develop?

Talent acquisition, leadership

development, succession

management, career management

& performance management

• Process design and

mapping

• Talent systems

www.salga.org.za

Strategic

Focus

Functional

Focus

Senior Manager’s Competency

Framework

www.salga.org.za

Panel

Repor

t

CV

Screening

Shortlisting

Interviews

Competency

Assessments

Critical ste

ps in the

sele

ction p

rocess

Focus on

strategic

competencie

s

Focus on

functional

competencies

www.salga.org.za

SCLG Model and

Programmes

3

5

Pro

gra

mm

eM

odel

Core Programmes

Leadership in Governance Programme

Local Links Leadership Conversations

Peer Exchange and Learning

Media and Stakeholder Engagement Programme

Generic Councillors Induction Programme

“ In Response” - Annual Local Government Specialist Seminars

Portfolio Programmes

Local Labour Forum Training

Performance Management System

Senior Management Induction Programmes

Leadership Development Programme

Municipal Owned Entities / Utilities Board Induction Programme

Products and Services

Competency Centre

SCLG Leadership Model

Leadership Village: learner management system

J ob Task Evaluation

3

6

Pro

gra

mm

eM

odel

Alig

nm

ent

with B

2B Putting People First

Delivering Basic Services

Good Governance

Sound Financial

Management

Building Capacity

Building Capacity

Good Governance

Building Capacity

3

7

Pro

gra

mm

eM

odel

Core Programmes

Leadership in Governance Programme

Local Links Leadership Conversations

Peer Exchange and Learning

Media and Stakeholder Engagement Programme

Generic Councillors Induction Programme

“ In Response” - Annual Local Government Specialist Seminars

3

8

Pro

gra

mm

eM

odel

Portfolio Programmes

Local Labour Forum Training

Performance Management System

Senior Management Induction Programmes

Leadership Development Programme

Municipal Owned Entities / Utilities Board Induction Programme

3

9

Pro

gra

mm

eM

odel

Products and Services

Competency Centre

SCLG Leadership Model

Leadership Village: learner management system

J ob Task Evaluation

www.salga.org.za

THANK YOU