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The Dawn of A New Era for Local Government
18 NOVEMBER 2010
What is happening in local government ?
How Local Government sometimes feel.....
Complication
WHY does IGR not seem to work?
IGR ACT IGR toolkit IGR
handbook
Challenges
Structures
WHAT HOW
Easier guide
Challenges
From Compliance to Collaboration
Factors currently influencing Municipalities
Background
ExternalFactors
Demographic Patterns & Trends (in-migration;
household growth;rural – urban migration;
growth of informal settlements; farm evictions
Macro- / micro- economic(unemployment; revenue base
declining; tax evasion by businesses & foreigners)
IGR (weaknesses in policy & Regulatory frameworks,
voluntarism; fragmented support;Poor oversight;
unfunded mandates)
InternalFactors
Political Management & Stability(intra & inter political conflicts;
limited ability to develop & enforce by-laws)
Professional administration & Management (lack of
skilled staff; unqualified staff & appointments; conflict of Interest)
Financial Management(lack of systems & controls)
Accountability (poor mechanisms of community consultation
& feedback; ward committees poorly resourced)
12
Service DELIVERY Protests
Background
Protests by Month: Jan ‘09 – Feb ‘10
Year 2004 2005 2006 2007 2008 2009 2010 Total
Protests 10 35 2 32 27 105105 23 234
128 (55%)128 (55%) of
the total of
234 service
DELIVERY
protests
recorded
since 2004,
took place
between Jan
‘09 and Feb
‘10
Source: Municipal IQ
Hotspots Monitor (March,
2010)
13
Service DELIVERY Protests: By Province
Background
2009 2010
Source: Municipal IQ
Hotspots Monitor (March,
2010)
14
Despite the Media prominence of Mpumalanga, Gauteng
remains the site of the highest recorded number of protests.
Service DELIVERY Protests: Causes
Background
• While SALGA acknowledges the right of communities to protest, violent protests place councillors in danger and tarnish the profile of local
government;
• The causes of the protests are complex and manifold and include:• Poor Service DELIVERY;• Poor communication between municipalities and communities;• Many areas of service DELIVERY that do not fall within the mandate of local government (eg. housing, education, health, employment);
• Media coverage suggests that there are political factors underpinning many of the protests (both inter- and intra- party competition and
conflict).
•• For SALGA, the imperative is to restore stability and credibilitFor SALGA, the imperative is to restore stability and credibility to y to
municipalitiesmunicipalities
15
Represent
Support
Advise
Gov
erna
nce
& IG
R
ANALYSIS
Infr
astr
uctu
re a
nd
Mun
icip
al S
ervi
ces
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
Str
ateg
y, P
olic
y an
d R
esea
rch
Fin
ance
and
Cor
pora
te
Ser
vice
s
VISION
To 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 REMAINS
UNCHANGEDUNCHANGED
Com
mun
ity
Dev
elop
men
t
OC
EO
12
Employer Body
Legislative
Background
• SALGA as a schedule 3A public entity in terms of the PFMA is required to prepare its “Annual Budget” and “Corporate Plan”. The Annual Budget which is an annexure to the organizational Corporate Plan shall include a projection of revenue, expenditure and borrowings for that financial year in the prescribed format (section 52(a) of the PFMA).
• The PFMA Treasury Regulation no. 29 further provides that the financial plan must address the following:– projections of revenue, expenditure and borrowings;– asset and liability management;– cash flow projections;– capital expenditure programmes; and– dividend policies.
• The Annual Plan shall constitute a basis for the evaluation of the organizational financial performance as envisaged by the PFMA Treasury Regulation no. 29.3. The financial Key Performance Indicators (KPI’s) derived from the annual budget shall facilitate an effective performance monitoring, evaluation and corrective action.
84
Revenue Distribution 2010/11
88
Revenue Distribution Revenue Distribution Revenue Distribution Revenue Distribution
over MTREF periodover MTREF periodover MTREF periodover MTREF period
90
MTSF OUTCOMES
MTSF 2010/11 OUTCOMES
1 Quality basic education.
2 A long and healthy life for All 283 municipalities South Africans.
3 All 283 municipalities people in South Africa are and feel safe.
4 Decent employment through inclusive economic growth.
5 Skilled and capable workforce to support an inclusive growth path.
6 An efficient, competitive and responsive economic infrastructure network.
7Vibrant, equitable, sustainable rural communities contributing towards food
security for All 283 municipalities.
8 Sustainable human settlements and improved quality of household life.
9 Responsive, accountable, effective and efficient Local Government system.
10 Protect and enhance our environmental assets and natural resources.
11 Create a better South Africa, a better Africa and a better world.
12An efficient, effective and development orientated public service and an
empowered, fair and inclusive citizenship.
Supersede the 09/10 Apex priorities as the centrepiece of policy & DELIVERYInformed by the 2009 Election Manifesto
26
MTSF OUTCOME 9:LGTAS 10 POINT PLAN
Provides concrete ‘outcomes’ for the LGTAS & replaces the 5YLGSA
27
SALGA’s NEW Mandate and Strategic Priorities 2009-2 012:
SALGA 5 YEAR STRATEGIC PLAN
2007-2012
SALGA 5 YEAR STRATEGIC PLAN
2007-2012
SALGA CONSTITUTION1. Employer Role 2. Representative Role3. Advisory Role 4. Profiling Role
SALGA CONSTITUTION1. Employer Role 2. Representative Role3. Advisory Role 4. Profiling Role
SALGA’SMANDATESALGA’S
MANDATE
5YLGSA5YLGSA
MTSF 2009-2014MTSF 2009-2014
MDG’sMDG’s
COGTA 10-POINT PLANCOGTA 10-POINT PLAN
1Improve SALGA’s capacity to support and advise its members.2Improve SALGA’s capacity to engage with stakeholders, lobby and advocate them on issues in the interest of member municipalities.
1Improve SALGA’s capacity to support and advise its members.2Improve SALGA’s capacity to engage with stakeholders, lobby and advocate them on issues in the interest of member municipalities.
SALGA CHANGE AGENDASALGA CHANGE AGENDA
3Improve SALGA’s capacity to effective represent members as the employer.4Enhance and maintain a high profile position nationally, regionally and internationally.5SALGA’s corporate governance and internal functioning.
3Improve SALGA’s capacity to effective represent members as the employer.4Enhance and maintain a high profile position nationally, regionally and internationally.5SALGA’s corporate governance and internal functioning.
1. Councillor Support: High calibre, professional and effective Local Government political leadership.1. Councillor Support: High calibre, professional and effective Local Government political leadership.
SALGA 10 PRIORITY OUTCOMES2010-2012
SALGA 10 PRIORITY OUTCOMES2010-2012
2. Service DELIVERY: Improved access to municipal services and enhanced provision of FBS, through effective operations management and service maintenance.
2. Service DELIVERY: Improved access to municipal services and enhanced provision of FBS, through effective operations management and service maintenance.
3. Social Cohesion: Transversal (gender, youth, children, HIV/AIDS) socio-economic issues mainstreamed.3. Social Cohesion: Transversal (gender, youth, children, HIV/AIDS) socio-economic issues mainstreamed.
4. Economic Development: Municipalities drive growth and employment creation, both in urban and rural areas.4. Economic Development: Municipalities drive growth and employment creation, both in urban and rural areas.
5. Labour Relations: A productive, stable labour environment, supported by a mutual gains approach.5. Labour Relations: A productive, stable labour environment, supported by a mutual gains approach.
6. Sound financial management and governance system : Improved financial management and financial viability of municipalities.
6. Sound financial management and governance system : Improved financial management and financial viability of municipalities.
7. Stable Municipal Governance: Stable Municipal Governance.7. Stable Municipal Governance: Stable Municipal Governance.
8. Capacity Building and Institutional Development: Enhanced skills and organisational systems and structures of municipalities towards improved service DELIVERY.
8. Capacity Building and Institutional Development: Enhanced skills and organisational systems and structures of municipalities towards improved service DELIVERY.
9. Reform Organised Local Government: A more effective, responsive and financially viable SALGA.9. Reform Organised Local Government: A more effective, responsive and financially viable SALGA.
10. Climate Change response measures at municipal l evel: Integrated climate change responses in development planning and management.
10. Climate Change response measures at municipal l evel: Integrated climate change responses in development planning and management.32
PRIORITY 9: REFORMING ORGANISED LOCAL
GOVERNMENTPARTNERSHIPS
PARTNERSHIPS
PARTNERSHIPS
PARTNERSHIPS
PARTNERSHIPS
PARTNERSHIPS
PARTNERSHIPS
PARTNERSHIPS •Partner: Corporate Business
•Objectives of the programme: o To identify and share good practice in order to
strengthen LG.
•Benefits:o Peer review of SALGA to support reforming OLG.
o Technical support in priority areas (eg. Municipal
Response to the Economic Recession).
R 3 000 000
SALGASALGA’’s Strategic Prioritys Strategic Priority: To Reform Organised Local Government: To Reform Organised Local Government
Beneficiary Beneficiary
Municipalities:Municipalities:
All 283
municipalities
(283)
Just how useful is “collective wisdom”
THANK YOU
““ The Dawn of A New Era for Local GovernmentThe Dawn of A New Era for Local Government ””
132