Back to Basics Programme

MILE

2017

The Back to Basics Presentation will cover the following aspects :

• Background to B2B Programme

• Priorities of the Programme

• Quarterly M&E Process

• Municipal Process

• Current status of Municipalities

• Lessons Learnt and Best Practices

• Way forward

Background to B2B

Background to B2B

• The Back to Basics programme was launched with the theme of“Serving Our Communities Better”. The Presidential Summit washeld on the 18 September 2014, in which the President, outlinedgovernments plan of action for the next 5 years which is to ensurea focused and strengthened local government by getting thebasics right and together with other spheres of government ,providing basic services efficiently and effectively and in a caringmanner.

Put people and their concerns first – listen & communicate

Deliver municipal

services to the right quality and standard

Good governance and

sound administration

Sound financial management

and accounting

Building institution and administrative

capabilities

• The overall goal of the B2B Programme is to improve thefunctioning of municipalities to better serve communities bygetting the basics right.

• The 1st phase of the B2B programme, during the last Councilterm had been successfully executed and as such, the B2B toBasics Program for the 2016/21 Municipal Councils’ term ofoffice was launched on 27th January 2017.

• Critical to the success of the Back to Basics approach is aligningand coordinating the activities of different national andprovincial departments, agencies and state owned companiesin supporting, and where necessary, intervening inmunicipalities.

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Background to B2B

• The B2B processes have been developed, implemented andimproved over the last 2-3 years.

• These amendment included changes to the CMET tool basedon discussions and inputs by all role players and amendmentsto the assessment process.

• The current approach as followed by KZN COGTA is regardedby National DCOG as best practice and is being rolled outsimilarly in other Provinces

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Background to B2B

We understand our task to take Local Government forward into the next phase of transformation as follows:

• Back to Basics: Setting clear benchmarks of performance in ourefforts to ensure that all municipalities perform their basicresponsibilities, every day, without fail;

• Responding vigorously to the immediate crises;

• Understanding and responding to the structural challenges;

• Continuing to build resilient local government institutions; and

• Collectively constructing more rigorous systems ofintergovernmental relations/ planning and delivery.

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Priority Of The Back To

Basics Programme

• Identify areas where the municipality is not getting the basicsright (CMET, AG findings, IDPs, other assessments)

• Where there are serious and persistent deficiencies, the Actionplans are used as a tool for channelling support initiatives.

• It is assumed that once these deficiencies are addressed, theprovision of services will improve.

• To state it differently:

If a municipality has proper plans in place, which is budgetedfor, and responsive to the needs of people, implementedeffectively and efficiently, by qualified personnel and thenecessary control measures are in place, it is assumed thatservice delivery will take place in an optimised manner

How Do We Achieve the

Priority Of The Programme

• Following more than 2 years of implementation and variousguiding principles and numerous inputs, a set of keyperformance indicators were developed to monitor what isbeing achieved.

• Municipalities are encouraged to include the identified KPI’sin their IDP’s and SDBIP.

• The Key Performance Indicators are as follows :

How Do We Achieve the

Priority Of The Programme

How Do We Achieve the

Priority Of The Programme

Pillar 1: Putting People First

• Number of Ward Committee meetings held per month in the past quarter (per ward)

• Number of ward committee reports submitted per ward

• Number of sectoral reports submitted per ward committee per month

• Number of wards where community meetings were held

PILLAR 2: SERVICE DELIVERY

• Percentage of households with access to potable water

• Percentage of households served with a sanitation facility

• Percentage of households served with electricity.

• Percentage of planned new housing units constructed

• Percentage of households which have access to refuse removal

• Does the municipality have an approved roads maintenance plan for the year ?

• Percentage of targeted municipal roads maintained in terms of the Municipality's approved maintenance plan

• Indigent Register

• Percentage of registered indigent households receiving Free Basic Water

• Percentage of registered indigent households receiving Free Basic Electricity

• Percentage of registered indigent households receiving Free Basic Refuse Removal

How Do We Achieve the

Priority Of The Programme

Pillar 3: Good Governance

• Number of Council meetings held over the past Quarter

• Number of EXCO meetings held

• Percentage of functional Portfolio Committees

• Number of Audit Committee meetings held

• Number of Audit Committee reports submitted to Council

• Number of MPAC meetings held

• % of functional IGR structures (Mayors forum, MM forums and District Technical Fora)

How Do We Achieve the

Priority Of The Programme

Pillar 4: Sound Financial Management

• % Audit Queries resolved

• % of MIG Expenditure

• % allocation to free Basic Services Spent (Annual)

• % of operating budget spent

• % of Repairs and Maintenance spent

• % of Debtors Collection Rate

• Outstanding Debtors (>120 days)

• Cash Backing of Conditional Grants

• % of Irregular, Fruitless and Waste Expenditure incurred

• % of Irregular, Fruitless and Waste Expenditure resolved

• % Capital Budget Spent

How Do We Achieve the

Priority Of The Programme

Pillar 5: Building Capable Local Government Institutions

• Number of Section 54/56 posts filled

• Number of vacant budgeted posts against approved organogram

• % of budget spent on implementing Workplace Skill Plan.

How Do We Achieve the

Priority Of The Programme

Pro

po

sed

pro

cess fo

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arterly asse

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Activity Deadline Responsibility

1. B2B Action plan circulated to COGTA BU’s on a monthly basis for input iro current quarter.

15th to 25h of each month of the quarter

MPMRE/BUs

2. B2B Action plan circulated to Sector Departments on a monthly basis for input iro current quarter.

15th to 25th Third month of the quarter

MPMRE/Sectors

3.Circular to municipalities outlining requirements and deadlines for the quarterly assessments

5th of the first month of the quarter

MPMRE

4. Municipalities to submit completed CMET assessment tool and updated validated B2B Action Plan progress to MPMRE

15th of the first month of the quarter

Municipalities

5. Follow-up/ reminder communication to municipalities that has not submitted

15th to 20th of the first month of the quarter

MPMRE

6. Circulate received CMET assessment tool s to COGTA BU’s for verification of info

20th of the first month of the quarter

MPMRE/Bu’s

7. Determine all outstanding CMET assessment tools and Validated B2B Action Plan updates and escalate to LG champions for action

20th of the first month of the quarter

MPMRE

QUARTERLY ASSESSMENT PROCESS

14Certain flexibilities i.t.o. deadlines can be accommodated to make provision for contingencies and unforeseen circumstances

Pro

po

sed

pro

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arterly asse

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Activity Deadline Responsibility

8. COGTA BU’s to conduct verification visits to municipalities (where required)

BU’s

9. Receive validated info from COGTA BU’s 1st week of 2nd month ofquarter

MPMRE/BU’s

10. Quarterly assessment feedback Site visits 2nd week of second month of quarter (allow limited flexibility)

All

11. Finalise any updates to information subsequent to the Quarterly visits

End of 2nd month of quarter MPMRE

12. Inputs on final determination of assessment categorisation

2nd War Room/LG Branch MANCO of the quarter

LG Specialists/Branch MANCO

Activity above will be a sub-process involving the LG Branch MANCO and details of the approach needs to be finalised with inputs from the Branch

13. Final B2B Quarterly reporting 1st week of last month of quarter

MPMRE

14. Final reports against APP targets (% issues resolved/facilitated)

25th of last month of quarter MPMRE

QUARTERLY ASSESSMENT PROCESS

15Certain flexibilities i.t.o. deadlines can be accommodated to make provision for contingencies and unforeseen circumstances

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CMET TOOL

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CMET TOOL

Final Recommendation:

Considered and endorsed by KZN COGTA LG Branch

MANCO

Final Catagorisation and Support Strategy

New Assessment Approach Process

1. Assessment: Main questions, scored.

Supplementary questions considered

2. Support Plan: Implementation

Plan Progress

3. Audit Outcome

and Findings

4. Inputs from other roles

players: BU’s, Dept’s, SALGA,

etc.

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Quarterly Assessments

Categorisation:Functional, Challenged, Requiring Intervention.

As determined by combination of:• Current/ongoing Quarterly CMET assessment• AG Findings• IDP Assessment• Any other factors as proposed and considered

by COGTA et al

CMET assessment: Key Indicators

Support Plan assessment:• Key Challenge progress• Outstanding challenges• New challenges

Best practices (focus on Functional Municipalities)

Support Response & Support Plan

updates/additions

X4

Section 47 report

PROPOSED CMET PROCESS

All CMET linked activities and processes, including

quarterly assessment, annual categorisations and

Section 47 reporting

Pro

po

sed

pro

cess fo

r Qu

arterly asse

ssmen

ts

Activity Deadline Responsibility

1. Obtain CMET and Support /Action plan from COGTA .

First week of the First Month of the New quarter

Municipalities

2. Co-ordination of Input from Depts to populate CMET Tools and Action/Support Plan

Prior to submission Municipalities

3.Municipalities to submit completed CMET assessment tool and updated validated B2B Action Plan progress to MPMRE

15th of the first month of the quarter

Municipalities

4. Attend feedback session with COGTA

2nd week of 2nd month of the quarter

Municipalities

5. Amend and finalise CMET and Support Plan in line with feedback session

3rd week of second month of the Quarter

Municipalities

MUNICIPAL PROCESS

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Current Status

MUNICIPALITY 2014 CATEGORISATION JUNE 2017 CATEGORISATION MOVEMENT

Ugu Requiring Intervention Functional

Umdoni Functional Challenged

Umzumbe Functional Functional

Ray Nkonyeni Merged Functional N/A

Umuziwabantu Functional Requiring Intervention

Umgungundlovu Functional Challenged

Umshwathi Challenged Functional

Umngeni Challenged Functional

Mpofana Requiring Intervention Functional

Impendle Functional Functional

Msunduzi Functional Functional

Mkhambathini Functional Functional

Richmond Functional Functional

Uthukela Challenged Functional

Alfred Duma Merged Functional N/A

Okhahlamba Functional Functional

Inkosi Langalibalele Merged Challenged N/A

Current Status

Municipality 2014 Categorisation June 2017 Categorisation Movement

Umzinyathi Requiring Intervention Requiring Intervention

Endumeni Requiring Intervention Functional

Umvoti Requiring Intervention Requiring Intervention

Nquthu Functional Requiring Intervention

Msinga Functional Functional

Amajuba District Requiring Intervention Challenged

Newcastle Challenged Functional

Dannhauser Functional Functional

EmadlangeniFunctional

Requiring Intervention(Section 139 Intervention)

Zululand Challenged Functional

Edumbe Challenged Challenged

Abaqulusi Challenged Challenged

Nongoma Requiring Intervention Functional

Uphongolo Challenged Functional

Ulundi Loc Challenged Functional

Current Status

MUNICIPALITY 2014 CATEGORISATION JUNE 2017 CATEGORISATION MOVEMENT

Umkhanyakude Challenged Requiring Intervention

Umhlabuyalingana Functional Functional

Jozini Challenged Challenged

The Big 5 Hlabisa Merged Challenged N/A

Mtubatuba Local Requiring Intervention Challenged

King Cetshwayo Distr Functional Functional

Umfolozi Challenged Functional

Umhlathuze Functional Functional

Umlalazi Functional Functional

Nkandla Functional Functional

Mthonjaneni Functional Functional

Ilembe Functional Functional

Kwadukuza Functional Functional

Mandeni Functional Functional

Ndwedwe Challenged Challenged

Maphumulo Challenged Requiring Intervention

Current Status

MUNICIPALITY 2014 CATEGORISATION JUNE 2017 CATEGORISATION MOVEMENT

Harry Gwala District Functional Functional

Greater Kokstad Challenged Functional

Dr Nskosazana Dlamini-zuma Merged Functional N/A

Ubuhlebezwe Functional Functional

Umzimkhulu Functional Functional

Ethekwini Functional Functional

• Overall, 7 municipalities regressed, 15 improved, 27 did not change and 5 are those affected by re-demarcation

• Above categorisation reflects only the original and latest categorisation – in-between quarterly categorisation could fluctuate

• 2 main factors contributed to the current categorisation: CMET and Support plan (but also section 139 interventions in some cases)

• Development of CMET;

• Establishment of a Provincial Task Team comprising of all sector departments to engage with Municipalities;

• Political and Administrative engagements on a quarterly basis with municipalities;

• Consistency and compliance in Quarterly reporting.

Best Practises

• Municipalities are unique – eg. Provision of refuse removal (Urban Vs Rural areas)

• Indicators had be streamlined to focus on core mandates – reduced from 101 to under 40 indicators

• Quarterly reporting linked to the Municipal FY is more effective than previous annual reporting

• Site visits improve political oversight due to attendance of EXCO in visits

Lessons Learnt

Strengthening The System Of Local Government• The Department remains committed in supporting the municipalities to meet

their basic delivery mandates through the Back to Basics programme.

• 54 Municipal Support Plans have been implemented in line with the B2B approach and 11 point plan.

• The Back to Basics reporting template will continue to be utilized to improve reporting for the municipalities.

• Continuous support will be provided to municipalities to ensure that they are complying with single reporting system as well as to institutionalise performance management system through assessing the alignment of IDP with Scorecard and Service Delivery Budget Implementation Plan (SDBIP).

• The department is also supporting municipalities to enhance the oversight role of councillors in assessing the performance of administration.

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Way Forward