What is a Smart City?

Bold Move to Smart Cities

Lessons for SA Cities

Professionalisation of Local Government Sector

Municipal Awards and Recognition

March 2015

SMArt CitieS

sharing municipal knowledge, innovation & excellencein.KNOW.vationSALGA

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in.KNOW.vation

Welcome to the first issue of in.KNOW.vation, a publication of the South African Local Government Association (SALGA) that informs, shares, celebrates and profiles municipal innovations, excellence and partnerships. in.KNOW.vation aims to accelerate knowledge-sharing and learning to allow for replication of good practices and innovative solutions in line with SALGA’s mandate of Profiling, Knowledge and Information Sharing.

The years 2015 and 2016 are significant for Local Government in South Africa. In 2015, South Africa is celebrating 15 years of democratic Local Government, this emanating from the first democratic Local Government elections of 5 December 2000. In 2016, SALGA will celebrate 20 years since its establishment in 1996. In the same year, the fourth Local Government elections are scheduled.

Since 1996, the sector has achieved important milestones. However, challenges remain. This is a time for reflection and also a time to explore innovative partnerships and solutions to address the remaining challenges. This publication will contribute to the discourse of continuing to build a developmental Local Government.

Enjoy the read …

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in.KNOW.vation

SALGA National OfficeMenlyn Corporate Park, Block B175 Corobay Avenue, Cnr Garsfontein and CorobayWaterkloof Glen ext11, PretoriaTel: 012 369 8000Fax: 012 369 8001Email: info@salga.org.za

www.salga.org.za

SALGA

A Knowledge & Innovation Publication

Produced by Corporate Strategy & Research, Office of the CEO

CONTENTS

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Introduction

Smart CitiesSmart Cities are the future. Creating the municipalities of tomorrow means smart strategies and smart implementation. More than a matter of broadband solutions alone, the Smart City brings a whole new way of approaching municipal planning.

Knowledge Management in South African CitiesHow we manage knowledge today will determine the future of municipalities tomorrow. It is our ability to create knowledge, learn from our past, and translate and apply knowledge that will act as a catalyst to gain a competitive edge and create better municipalities for the future.

Knowledge Management in SALGAKnowledge and Information Sharing is one of the six mandates of SALGA as stated in the Five-Year Strategic Plan (2012–2017). The mandate aims to position SALGA as the main hub of Local Government knowledge and intelligence, and to facilitate peer learning within the sector.

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Innovation in Local Government: From Ideas to ImpactInnovations are a critical component of how Local Government can excel in service delivery. Social innovation – finding innovative solutions to social problems – is very much relevant to Local Government. Organisations working in the area of innovations are profiled in this section.

The SALGA Municipal Barometer The SALGA Municipal Barometer recently launched its services as an active portal of municipal information. Municipalities can now log in online and compare statistics, financials and other information to help make better management decisions.

Professionalisation of the Local Government Sector Developing professional standards for government will ultimately assist with better service delivery. SALGA collaborates with others to create national professionalisation standards to help uplift and standardise professionalism in the Local Government sector.

Municipal Awards and RecognitionAwards and recognition are key drivers of employee motivation and job satisfaction. This section highlights national and international awards given to municipalities, some awarded by municipalities to promote development in the sector.

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Innovation is at the heart of the evolution of any organisation. Government institutions, non-

profit organisations, businesses and even individuals need to evolve

to survive. Today’s world is more complex and more demanding, and

timelines have sped up. To meet these demands, government needs

to innovate, to create knowledge value, to increase service delivery.

Nowhere is this more apparent than in municipalities.

Throughout the world, cities are growing at exponential rates. In 1910, 10% of the world’s population lived in cities. By 2014, 50% of the world’s population lived in cities, and it is projected that by 2050, 75% of the world’s population will live in cities. As urban municipalities grow, they face the challenge of increased populations, greater service-delivery requirements, and a more demanding, educated consumer. Many rural municipalities, on the other hand, are shrinking, together with their tax bases and access to capable talent. South Africa faces the multiple issues of poverty and inequality from its apartheid history, combined with a burgeoning middle class and the need to keep the economic engines going. This means greater challenges ahead for municipalities.

The solutions are no longer simple. Today’s answers require a broader, strategic approach, with more sophisticated, nuanced methods of handling municipal needs. The municipality of today deals with multiple issues simultaneously. This means better skill sets, different approaches and more thought put into how things are managed, as much as how they are done. Managing knowledge, encouraging innovation, learning from the past; all become part of how municipalities need to evolve for the future.

Many ask: Why do we need Knowledge Management and Innovation? How are they different from what we have done in the past? Knowledge Management encompasses a range of tools and processes such as organisational learning, collaboration, and innovation, and the scope for improvement therefore is wide. As complexities grow, the role of the South African Local Government

Association (SALGA) in assisting municipalities becomes more critical. It is important to grasp fully the overall national picture and understand how municipalities evolve. Helping those municipalities to develop their capabilities to innovate, manage knowledge, and build effective processes is part of SALGA’s mandate.

The in.KNOW.vation publication informs, shares, celebrates and profiles municipal innovations, excellence and partnerships. It aims to accelerate knowledge-sharing and learning to allow for replication of good practices and innovative solutions to problems and challenges faced by municipalities and the sector in general.

The lead article of this inaugural edition of in.KNOW.vation is Smart Cities. The article defines Smart Cities, and why it is important to build Smart Cities. It also profiles the work of South African cities that have embarked on Smart City initiatives.

Another relevant concept for Local Government is Social Innovation, that is, innovation focused on social problems. The article explores the concept and its relevance for municipalities, and profiles institutions working in the area of Innovation. Also included are articles on the Professionalisation of Local Government, an important initiative led by SALGA and the Department of Cooperative Governance and Traditional Affairs (CoGTA), Knowledge Management in the Local Government sector, and the SALGA Municipal Barometer. To recognise success and excellence in Local Government, a directory of national and international awards is included, highlighting key awards received by and given by municipalities in South Africa.

iNtrODUCtiON

knowledgeefficiency

decision- making

service delivery

responsiveness

cost reduction

motivated staffdata

information wisdom

accountability

Creativity is thinking up new things. innovation is doing new things.

Theodore Levitt

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The question every municipal planner needs to ask: How can I use the concept of Smart Cities to take our municipalities towards a better future? What can we do now that will lay down the roadmap for modern townships and municipalities 20, 30 and 50 years from now? A municipality doesn’t need to be heavily resourced or big in its own right to be a Smart City. To become a Smart City means we need to think differently, approach problems in new ways. Municipalities can take elements of Smart City thinking and apply them today.

SMArt CitieS: It’s tImE tO makE thE bOld mOvE

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Technology is evolving at a pace that is difficult to fathom. Remember the first cell phones? They were simple. They

could make and receive calls and send messages. Over the years, technology has evolved – today smart phones can do just

about everything. There is a similar development happening in our living spaces. We no longer simply call them cities, we call

them Smart Cities.

Creating a Smart City involves much more than broadband roll-out. However, the technology is the first step.

In the 2015 State of the Nation address, President Jacob Zuma announced that

eight municipalities were set to have full broadband capability within five years.

These are Dr Kenneth Kaunda in North West, Gert Sibande in Mpumalanga, O.R. Tambo in the Eastern Cape, Pixley ka Seme in the Northern Cape, Thabo Mofutsanyane

in the Free State, Umgungundlovu and Umzinyathi in KwaZulu-Natal, and Vhembe in Limpopo. In addition to these eight, the cities of Cape Town, Johannesburg, Tshwane

and Ethewkini have programmes and plans in place.

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What is a Smart City?

A Smart City uses digital technologies to enhance performance and well-being, to reduce costs and resource consumption, and to engage more effectively and actively with its citizens. Key ‘smart’ sectors include transport, energy, health care, water and waste.

Today there are many levels of being ‘smart’. The definition of a Smart City varies depending on which part of the world you come from. In first-world cities such as London and Amsterdam, a Smart City provides a fully integrated system of interdependent solutions and services. These cities have had the advantage of centuries of spatial planning, sophisticated infrastructure, and access to large amounts of funding. The headquarters of the biggest technology firms in the world are on their doorsteps.

This is not to say broadband capability isn’t important. What makes it important is how we use it. In South Africa, apartheid spatial planning created huge disparities in wealth and living standards. Part of the challenge in rolling out smart solutions is fixing those limitations and, at the same time, taking the nation forward in the 21st century.

On the plus side this also means that today’s new township developments are greenfields, where municipal planners don’t have to rework ancient infrastructure. It is an opportunity to create brand new integrated infrastructure. We can bring in new technology to leverage off broadband: smart metres, smart transport, integrated libraries, schools and clinics. We can link up the police, emergency response services and hospitals in diverse ways to bring us closer to the best Smart Cities around the world.

Dealing with common challenges

Municipalities have to find practical answers to common challenges, from providing power, water, homes, roads and transport, to catering for the needs of a varying body of citizens. Big cities are growing bigger. Smaller municipalities struggle both financially and in developing capacity to deal with years of apartheid-neglected infrastructure. The rapidity of change in municipalities can have devastating effects on planning. Services such as transportation, safety, basic water and electricity have to cater for many more people. It is the municipalities whose solutions are resilient and scalable that have the most opportunities to be Smart Cities.

It used to be that providing adequate service delivery was a job well done. Not any more. Smart Cities are those that have overcome the limited nature of their infrastructure. New buildings, roads and sewerage systems cannot be created fast enough to keep pace with today’s expanding populations and greater demands. But what these cities can do is find new ways to continue to give their citizens the services they expect. The key term is resilience – if a city is resilient to population growth, climate change, and demographic change, among other things, it is closer to being smart.

readiness to create a new municipal future

What will be required for Smart Cities to be created? Are our municipalities ready for it? Or is the smart movement only open to rich, big cities in overseas countries? Smart Cities create a better living experience for their citizens by using innovative and connected solutions. No one city anywhere in the world has achieved full and complete integration to their satisfaction. But it starts with asking the right questions, and a municipality’s willingness to engage in new strategies.

Questions municipal planners can ask to assess their readiness for Smart City solutions include:

• Are we facing multiple service-delivery problems that put strain on existing systems?

• Is our municipality laying down roads and sewerage systems, and creating public transport systems, which might benefit from interlinked broadband capability?

• Are our police, hospitals, emergency systems, and clinics connected to provide citizens with the best service, or could they benefit from working together in an interconnected system?

• Do we find pockets of excellence in how we operate against problem areas that would benefit from integration?

• Is the infrastructure in place to help grow universities and businesses, and foster centres of entrepreneurship and new economic sources of growth?

• Do we have the vision and political will to create a Smart City strategy?

developing countries, by contrast, have to do more smart thinking than simply bringing in technology such as broadband.

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Many traditional municipal services can be impacted by Smart City interventions. In larger cities, sometimes different departments are already implementing solutions, but they aren’t integrated. What are the main areas that can be affected by the interventions of a Smart City? There are no rules regarding which areas to address first. All cities have differing needs and priorities. Areas such as infrastructure, energy, transport, health, safety, waste, water, governance, and creating new centres for growth are all critical components of a Smart City.

infrastructure

There are two ways in which a Smart City approach factors into infrastructure. The first is how a municipality constructs the infrastructure and systems to make things work. The second is how citizens interact with the municipality on infrastructure. Sometimes citizens might not see the municipal workings behind the scenes, but having efficient, effective systems goes a long way towards better service delivery. One example is how Smart City public transport allows the municipality better control over costs and maximising usage of its assets. Smart tools empower citizens with crucial information, or ways to communicate with the municipality about problems.

energy

Provision of energy is one of most municipalities’ key sources of revenue. Being able to monitor this has a direct impact on the municipality’s budget. Smart solutions can help billing and collection, and in the same way as can be done with water, make sure that utilities remain profitable and can continue to supply uninterrupted service. The next level is Smart meters, which can help municipalities move to efficient systems to capture, plan and manage energy usage.

transport

Transport is an area in which Smart Cities have a big impact. Effective transport planning, usage of roads, and development of public-transport systems can have an impact on people’s everyday lives. With South Africa’s spatial planning history, this is one area where greenfield projects using broadband technology can make a difference. A good example of an effective system is that of Amsterdam, which has an integrated parking and traffic-load warning system.

Health

As populations grow, health services become more important. A stressed health delivery system can be assisted by intelligent ways of dispensing medicine, and more effective communication through

broadband technology for medical solutions and linking hospitals, clinics, doctors and others.

Safety & security

Some cities, such as Johannesburg and Rio de Janeiro in Brazil, have highly populated areas which are monitored by CCTV cameras. When the footage is analysed in real time, petty crimes can be isolated and punished. There are other ways of ensuring safety too, such as early-warning weather applications which encourage citizens to seek cover ahead of time. Disaster prevention can benefit greatly from efficient broadband capability, and allow teams to communicate quickly in emergency situations.

Waste

The most important element of waste management is that it continues to move on time. In municipalities with stressed waste-management systems, bottlenecks can be identified and cleared quickly and effectively. Using Smart City technology, systems can be integrated into the broadband capability to provide real-time information.

Water

Fresh water is vitally important to densely populated areas. Billing failures can lead to inefficient payment collection. This can reduce the budget for purification and maintenance. Smart metering can help cities affected by these problems. Citizens can also watch out for water leaks and report them through smart reporting tools before losses take place.

Governance

An integrated local-government application made available by affordable wi-fi or broadband would bring citizens closer to real-time updates from municipalities. The communication could be two-way and problems could be reported and resolved much faster.

Creating new centres for growth

New technology means new opportunities and new jobs. Municipalities don’t need to create jobs, they need to create the platforms on which businesses and organisations can be created. These, in turn, will create new centres of growth and jobs. In 20 years from now, young people might be doing jobs that do not exist and are not even dreamed of today. Smart City strategy using broadband technology offers those opportunities.

What are the areas of impact for a Smart City?

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Smart Cities are not a matter of bits and bytes but people and evolution. Once we decouple the “smart” in Smart Cities from the IT industry, we enter a world of “intelligent cities”, “digital cities”, “connected cities” and more. Those grappling with smart-city solutions include the telecoms, financial services, utilities, construction, health-care, education, government, public safety and national security, and environment sectors.

It is therefore no surprise that different industries approach the subject from their comfort zones. It companies define a smart City through a technology lens; developers concentrate on physical infrastructure; utilities insist it is about sustainable energy; and the green lobby champions the environment. Smart Cities are all of the above.

Joe bignan, the Economist

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A number of factors were identified that help determine a municipality’s readiness to create a Smart City. These include political will, social capital, digital capability, physical infrastructure, a focus on outcomes, and meaningful public-private partnerships.

Political will

As leaders of the city, administrators and politicians must drive the move towards Smart City status. Smart City migration is characterised by two things – funding and time lag.

It needs to be budgeted long-term and managed throughout. Having the right political champions and political will makes or breaks Smart City implementation.

Social capital

Building a successful Smart City requires bringing the end users into the process. To make it work, the final users of the system need to know what is happening and how it will contribute to their lives. Citizens can provide real-time feedback on the performance by helping to report faults, traffic jams, and crime hotspots. They can also suggest new uses for the technology that planners might not have considered. Smart City planners need to factor in social capital and the integration of people’s voices into the planning to make it work.

Strong digital capabilities

Smart devices are everywhere in today’s municipalities. Every citizen can play a role in tapping into and using broadband technology. For municipalities, this means developing some level of infrastructure that will assist in a potential myriad of uses. In some of South Africa’s municipalities wi-fi will soon be free in libraries and other government

buildings. This will open the door for the developing population to tap into the grid of the city. Digital power is important, but it’s not everything. People still need to bring forward ideas on how best to use the technology.

intelligent physical infrastructure

The physical infrastructure must meet a minimum standard to support the digital technology. This could take the form, for instance, of control towers for internet antennae or fixed vantage points for CCTV cameras which monitor traffic or crime. South Africa’s infrastructure may not be perfect, but it can easily support smart solutions. There are African countries with a fraction of South Africa’s infrastructure capability that are working hard on smart initiatives.

Outcome-focus and transparency of outcomes

To capture the imagination of the people, the vision of a Smart City must be citizen-centric. Municipalities need to show how the standard of life can be improved. Clear outcomes also make it easier to measure results. Transparent outcomes can bring more citizen engagement as the people begin to realise how their lives can be improved.

Meaningful public-private partnerships

Just as digital technologies are a great part of Smart Cities, the role of private technology companies is important. Who are the potential partners, and what can they bring to the table? It is a perfect opportunity for partnerships. These partners might be businesses, NGOs or others who are stakeholders in how municipalities operate. Municipalities can lead the way by actively seeking out partners to help create the vision for Smart Cities.

It is easy to say “let’s become a Smart City” without considering that implementation can sometimes be long and expensive.

What does it take to be a Smart City?

Smart Cities are not a matter of bits and bytes but people and evolution. Once we decouple the “smart” in Smart Cities from the IT industry, we enter a world of “intelligent cities”, “digital cities”, “connected cities” and more. Those grappling with smart-city solutions include the telecoms, financial services, utilities, construction, health-care, education, government, public safety and national security, and environment sectors.

It is therefore no surprise that different industries approach the subject from their comfort zones. It companies define a smart City through a technology lens; developers concentrate on physical infrastructure; utilities insist it is about sustainable energy; and the green lobby champions the environment. Smart Cities are all of the above.

Joe bignan, the Economist

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Smart doesn’t mean big and expensive

What are the challenges in becoming a Smart City?

Experts in the field of Smart Cities agree on factors that contribute to successful Smart Cities. These include resilience, scalability and sustainability. Solutions can be described as resilient if they are able to withstand unforeseen changes. If a solution has a technological backbone, is it able to endure hardware and software upgrades or sometimes even a whole change of technological partner? Will infrastructure have to be greatly modified to cater for these changes? Can it be said to be resilient? The best solutions are well thought out and can accommodate different kinds of stresses.

Scalability is also essential. Is a solution able to withstand unforeseen changes in technology? In the Smart City space a solution must be

able to cater for excessive load. Can broadband solutions handle user spikes in peak times? Can customer service dashboards handle thousands of complaints at once? The downfall of manual customer-service systems such as hotlines is that they can be manned by only so many people at once. But through technology, digital applications are infinitely scalable and have other advantages, such as the ability to instantly read trends.

Ensuring solutions are long-term and sustainable is also important. A common example is where a service is promised as free of charge but unforeseen costs mean the solution owner must subsidise the solution or introduce unpopular charges.

There are many challenges in becoming a Smart City, but the biggest one has to do with commitment. Other elements include the pace of change and information silos, complexity and limited infrastructure, developing an innovation culture, data legislation, and public funding and procurement rules. In addition, dealing with the fear of change and with relevance is important, and above all, to thrive as Smart Cities, municipalities must develop cultures that foster innovation.

Pace of change and information silos

Smart Cities are heavily reliant on digital technology, but technology changes fast. No sooner is one platform the most efficient than it is replaced by another. Internet connectivity has evolved now to 4G

platforms with their own infrastructure requirements. Smart Cities need to anticipate change and plan ahead of the technology curve.

There is a phenomenon in which utilities concentrate solely on their own performance. There is often very little cross-functionality in the service provision of energy, waste, water, and transport. This needs to be overcome for smart optimisation to be realised.

Complexity and limited infrastructure

The bigger a population becomes, the more complex the potential difficulties turn out to be. The complexity in metering and billing across ever-changing platforms for increasingly large customer bases makes for a challenge which Smart Cities need to master.

The best solutions are well thought out and can accommodate different kinds of stresses.

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Utilities struggle to penetrate densely populated urban dwellings that are not structurally complete. If, for example, fibre optic cables cannot be easily and effectively laid in a certain area then that area will miss out on the march to smart status.

No funding for first movers

Funding is integral to Smart Cities. Once innovations are out of the testing stage, there is often a lot of reluctance on the part of cities to be the first mover in case they fail. This critical delay can affect the roll-out of smart innovations. Municipalities are already on tight budgets, so these budgets need to be earmarked and ring-fenced for future developments.

Data legislation

The large-scale use of data during the smart roll-out, such as the creation of customer profiles using sensitive personal information, creates challenges for how this information is shared among smart partners. South Africa has legislation to prevent the abuse of this information.

Public funding and procurement rules

Municipalities must always account for public funds. Parameters for success need to be clearly set out, and it requires commitment to ensure that the rules under the Municipal Finance Management Act (MFMA) and Public Finance Management Act (PFMA) are met. This

must balance against the need to run trials of new and untested technologies and processes.

Procurement rules that are weighted in favour of entities with track records can put fresh innovation at a disadvantage. In a fast-changing environment, there must be a balance between using conservative procurement methods and being open to catching the wave of new technologies.

Dealing with fear of change and with relevance

Many utilities have had a transactional relationship with customers for decades. Smart solutions call for a natural reduction of direct service provider relationships. In the smart environment citizens could receive integrated services from a number of utilities. These will increasingly be on virtual platforms, causing some utilities to fear losing relevance.

Many innovations fail because the technologies they replace are simply cast by the wayside. Often these older systems have supported the livelihoods of a range of people and when that livelihood is threatened, the new system is not trusted and is sometimes sabotaged.

innovation culture

Creating an innovation culture is central to developing a Smart City. Business as usual will no longer work in the future. Municipalities that actively encourage new thinking and innovation, and support new ideas, will be the best placed to maximise their Smart City programmes.

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examples of Smart Cities around the world

Amsterdam – the gold standard

In 2009 the Amsterdam municipality took the decision to position Amsterdam as a Smart City. Through strong political will and a plan with strict timelines the city was able to attract the cooperation of the citizens of Amsterdam, research institutions and private businesses. The results have led to the incubation of a larger number of original ideas there than in any other city in the world. Here are examples of just some of the more than 60 stand-alone projects Amsterdam has trialled and continues to trial since its decision to become a Smart City.

Smart Mobility. This project has encouraged the mass use of electric cars. Citizens charge their cars by drawing power off domestic solar panels. If there is excess power in a household, it can be sold back to the grid. In another project, the Roads Authority in Amsterdam is working to allow emergency vehicles faster access to accident sites by plugging them into the traffic control system, remotely closing bridges and guiding the emergency vehicles to the accident site based on real-time traffic information.

Smart Grid. An entire self-contained community of 40 000 households agreed to pilot a self-healing energy grid. It is set up with smart meters and has the highest density of solar panels in Amsterdam.

This remote access allows smarter maintenance programmes and results in zero outages. In addition, the municipality introduced the Smart Dimming programme, where street lighting is pre-programmed to dim in areas of low activity at certain times.

Smart Parking. This allows residents to pre-book parking spots at partner buildings to reduce CO2 emissions while looking for a parking spot.

Smart Work Centres. These are fully functional offices erected alongside areas of the highway grid notorious for traffic jams. Citizens can pull into these work centres to do their work rather than sit in slow-moving traffic.

Smart Living Showroom. A demonstration house was set up in Amsterdam to showcase the products of a partner company that sells smart lifestyle products. The products are focussed on water, energy, and waste. The house is visited by 3 million people a year.

Smart Citizen Kit. Those concerned about air quality in the city can fix a small device called a Smart Citizen Kit to their roof. The readings from the device are linked to an app which indicates the ambient temperature, air quality, humidity, noise pollution, and light intensity.

Amsterdam is at the forefront of everything good about Smart Cities. Its detailed and informative website (http://amsterdamsmartcity.com/) shares its knowledge and it has found a way to get business and citizens highly interested in the results of the Smart City drive. This makes for one of the best Smart City programmes in the world.

Addis Ababa – a different approach

As the administrative capital of the African Union, Addis Ababa is used to hosting large gatherings of dignitaries. However, its transport network has never been ideal and, like many small African countries, it features old roads which are ill-suited to expansion. With economic growth and urban migration this means that traffic congestion is a problem that will not easily go away.

Rather than try to seek a road-based solution, Addis Ababa has decided to implement a rail-based solution. The recently commissioned light-rail network is set to offer greater comfort and capacity to commuters in the capital. The 34.24km network is set for completion in early 2015. It will offer capacity for 15 000 passengers per direction. Compared to road travel, this option is more environmentally friendly, which is one of the hallmarks of a smart solution.

The system prioritises the movement of high numbers of people, as opposed to road-based solutions which try to accommodate high numbers of cars. There is scope for new rail line, meaning the system is both scalable for larger numbers of commuters and sustainable for future years.Addis Ababa has shown that sometimes it is not the obvious solution that is the best one. Where some people would say “why not fix the roads?”, Addis Ababa fixed the problem, even if it did not touch the roads. This is a very good example of creative thinking.

Sensors in the grid allow the power utility to switch substations remotely depending on the severity of use.

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Individuals can also participate in city outcomes. If citizens are consulted at the beginning of the process, and if the outcomes are painted clearly as being beneficial to all, they would most certainly be more supportive. Another important factor to consider is added employment. Smart solutions bring jobs into the fold. Many times they are new ventures which require new staff. At the testing stage

the teams are small but as systems roll out the opportunities grow.

Transformation can also be a factor. Apartheid skewed the social landscape and undoing inequalities in the poorest areas can be difficult. But smart solutions can help create balance, and can easily cut across the different classes to provide equal solutions to all citizens today.

City of Johannesburg

The City of Johannesburg Metropolitan Municipality has embarked on a journey to transform Johannesburg into a Smart City in terms of economy, environment, utilities, transportation, education, health, planning, governance and people.

The objective is to provide efficient services that are easy to access and use (using technology as an enabler), being responsive in an open and transparent way, and ensuring financial, environmental and quality service-delivery sustainability. The City’s approach is holistic: it is cross-domain and multidisciplinary; it is citizen- and people-oriented (through active engagement); it leverages local infrastructure, connectivity and resources; and it provides an interoperable, common underlying smart platform.

It is envisioned that wide-ranging broadband capacity will be the backbone of the new Smart City. This has been laid down and is facilitating service-based innovations the City has started to implement, such as:

• Affordable broadband connectivity among City-owned facilities, and access in the City through the creation of wireless hotspots at all Rea Vaya BRT stations and in the buses, as well as selected open spaces;

• An Intelligent Operation Centre aimed at providing an integrated

view of the city’s strategic and operational issues through effective information-gathering and processing, and efficient dissemination of intelligent information. This will allow for well-coordinated, integrated and responsive service delivery, focusing on public safety in the initial phase;

• Installing households with smart meters to reduce electricity losses, increase revenue, and reduce energy consumption;

• Smart transport technology aimed at addressing current and envisaged future problems affecting travellers and freight users with regard to traffic flow, via the Intelligent Traffic Management System;

• Promoting ICT literacy via Public Access to Internet, which is aimed at enhancing and promoting ICT literacy to all, including disadvantaged communities, via free access to digital information; and

• Universal access: Skills development via ICT Hub IT innovation and SMME incubation, with a focus on application development in collaboration with the Universities of Johannesburg and the Witwatersrand.

The Smart City of Johannesburg is intended to support the Growth and Development Strategy (GDS) Paradigm, which can be summarised as follows:

1. Do more with less: being more efficient across the whole city, thus saving enormous costs

2. Do it better: being more effective, increasing the quality of the services

3. Do new things: being innovative by utilising new opportunities and experimenting with new concepts

The Executive Mayor of Johannesburg, Councillor Parks Tau, has said, “A Smart City is about how you apply technology to advance your own objectives and configure technology to support what you want to do.”

What Smart Cities mean for South AfricaWhat opportunities are presented when municipalities make a concerted effort to embrace the best use of technology to power their future? With the right level of political ambition, private sector input, and social involvement, smart innovations can be implemented quickly. It is not too late to consider smart outcomes.

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an innovation, to be effective, has to be simple and it has to be focused. It should do only one thing, otherwise it confuses. If it

is not simple, it won’t work. Everything new runs into trouble; if complicated, it cannot be repaired of fixed. all effective

innovations are breathtakingly simple. Indeed, the greatest praise an innovation can receive is for people to say: This is

obvious. Why didn’t I think of it?

Peter Drucker

eThekwini Metropolitan Municipality

The eThekwini municipality in KwaZulu-Natal is the first public-sector entity to trial a Smart City mobile application. The ‘Smart City’ app integrates a number of services offered by the municipality. It is available on smart phones and tablet devices and it allows municipalities to interact with their customers in real time.

As smart innovations go, the application has everything required of a modern and responsive tool. Not only does it remove the need for customers to present themselves at service points, it takes away nothing in terms of customer interaction. Without boarding a car or bus to strain the transport network further, a customer can start a case on the app and follow it to completion with ready updates along the way. Some of the cases which are typically logged are as follows: no water, no electricity, high bill, pothole, faulty traffic light.

The developers of the application indicate that there are a number of other South African municipalities in final discussions to join the trial. In the case of eThekwini there will be a period after the pilot where the feasibility of the application is examined, and it can only be hoped that it takes off and becomes an essential tool for service delivery in the new Smart City space.

City of Cape Town

As far back as 2000 when the City of Cape Town became a single Unicity Council, its leaders saw the need for it to become a Smart City. In 2003 the SmartCape Access project saw a selection of libraries fitted with modern computers and free internet access. The idea was to empower citizens with modern amenities to help them better carry out their daily tasks. For example, this impacted on prospective job-seekers looking for employment by allowing them to search for jobs on free internet. It also helped students doing research for academic purposes. There is a focus on technology being an aid and enabler for better service delivery.

The City of Cape Town actively invites private partnerships with local businesses. During the SmartCape Access project, the City incentivised cooperation by offering cheaper advertising and greater exposure for partner businesses. Today the City of Cape Town continues to investigate ways in which to become a smarter, more liveable city, realising that public-private partnerships are essential to achieving those aims.

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City of Tshwane

The City of Tshwane is the administrative capital of South Africa and plays an important role in the Smart City movement. It has the highest concentration of knowledge industries in the country and is home to four major universities and seven national science councils. Like Amsterdam, the City of Tshwane realised the importance of tapping into the intellectual and research capabilities of these entities. It was for this reason that in 2007 The Innovation Hub was set up to maximise cooperation and research opportunities with these organisations.

One of the early smart interventions in Tshwane was the twinning of the city with the Finnish city of Oulu in 2005. This partnership has allowed for important knowledge transfer of best practices. Smart Cities are those that learn from other cities and openly share their own findings. Another example is its trialling the e-Health Project in 2009. This programme provides health-care services by using ICT for information-gathering purposes. The aim was the development of electronic health records to be used in clinics.

It is in the area of wi-fi capability that the City of Tshwane has moved forward most notably, and through Project Isizwe it has rolled out some 400 wi-fi sites to date, offering coverage to over 2 million people. By the end of 2015 it is estimated that Tshwane will offer free wi-fi to more than 3 million people. Tshwane Executive Mayor, Cllr Kgosientso Ramokgopa, said of the project, “This unprecedented intervention will juxtapose Tshwane as an e-Capital of excellence and a driver of education in the country, aligned to the creation of a Smart City and a knowledge economy.”

City of Ekurhuleni

The City of Ekurhuleni is referred to as ‘Africa’s workshop’ because it has the largest concentration of companies producing goods and commodities on the continent. Goods need to be moved, and this is supported by Ekurhuleni’s diverse network of roads and rail lines. To keep pace with the demands of these bulk customers, the metro has put in place a cutting-edge electronic metering-in-place system that allows businesses to track their utilisation throughout the month. This allows them to manage consumption and keep within budget. This will soon be reinforced by a range of new smart meters for both electricity and water, which will improve the efficiency of metering and billing. Some features of the system include remote readings and automated real-time readings.

Ekurhuleni has also taken note of the need to improve its ICT network and to make sure that its fibre and wireless grid is properly connected and maintained. There are plans to introduce an ICT operations centre, which by 2016 will provide the basis for the city delivering wi-fi service not only to its employees, but also to households and businesses. This will put Ekurhuleni well on the path to being a Smart City that is able to service both its business and domestic customers in a modern way.

the future is Smart CitiesThere can be no doubting the power of smart solutions to improve our lives. The human population is growing constantly yet our cities largely remain the

same size. In the age of high life expectancy and universal rights for all, we must find a way to give a high quality of life to our people. It is never too late for

municipalities to start. In the case of South Africa all the building blocks are there. The challenge is now to make Smart Cities happen.

OR Tambo International Airport

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Knowledge Management in

South African Cities

If you have knowledge, let others light their candles in it.Margaret Fuller

Today’s organisations have a vast amount of information and

knowledge, and municipalities are certainly no exception. However,

in applying knowledge management principles and practices, it is important

to know that knowledge is not the end, but the means for further action. Knowledge

is derived from information but it is richer and more meaningful. It includes familiarity,

awareness and understanding gained through experience or study, and results from making

comparisons, identifying consequences and making connections.

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Source: www.knowledge-management-online.com

What is Knowledge Management?

There are many definitions of knowledge management. In the main, knowledge management is based on the idea that an organisation’s most valuable resource is the knowledge of its people. Therefore, the extent to which an organisation performs well will depend, among other things, on how effectively its people can create and share knowledge around the organisation, and use that knowledge to best effect. Many of the tools, techniques and processes of knowledge management are already in use by other management disciplines such as human resources and performance management.

Therefore, knowledge management is about applying the collective knowledge of the entire organisation to achieve specific organisational goals. The aim of knowledge management is not necessarily to manage all knowledge, just the knowledge that is most important. It is about ensuring that people have the knowledge they need, where they need it, when they need it – the right knowledge, in the right place, at the right time. Knowledge management establishes an environment in which people are encouraged to create, learn, share, and use knowledge together for the benefit of the organisation.

Knowledge increases by sharing but not by saving.Kamari aka Lyrikal

explicit and tacit knowledge

Knowledge may be labelled as either explicit or tacit.

Explicit knowledge is knowledge in visible form. It is either written down or recorded, easily transferable and reusable. Manuals and other types of documents contain this kind of knowledge. For explicit knowledge to remain a valuable asset requires the effort to keep

it current. The major question to ask about this kind of knowledge is whether someone can make it available for others to see.

Tacit information, on the other hand, is unquantifiable and intangible. It’s what is in our heads – not concise, difficult to summarise. When a person is unable to remember how they were able to do something, we refer to that kind of knowledge as tacit.

the importance of culture in Knowledge Management

Without a culture of sharing within an organisational structure, the introduction of knowledge management is doomed. A suitable organisational culture as it relates to KM is a situation where the sharing of information is second nature.Well-structured, well-narrated knowledge ‘stories’ can help others learn from past situations and respond more effectively in future situations. Stories can come in varied forms, with a range of labels, such as cases, anecdotes, examples, histories or simply ‘experiences’.

To make KM work, employees need to absorb the culture, understand that sharing information is everyone’s business, and see themselves as members of multiple communities.

Key to effective KM is developing a KM culture

that ensures people understand the value of

sharing what they do and of learning from others.

This is supported by institutional structures

and systems that facilitate the capture, storage and sharing of information and

knowledge.

Underpinning all this are IT systems that

enable accurate, reliable and useful information

to be captured, disseminated and

accessed.

KM

IT SYSTEM

S

INSTITU

T ION

AL STRUCTURES

KNOw

LEdgE MANAgEMENT CULTURE

Effective Knowledge Management

Share your knowledge. It’s a way to achieve immortality.

Dalai Lama

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KM means no more

reinventing the wheel or repeating the same mistakes, which can

be costly and inefficient.

The public has access to

information and so feels more

connected and involved with government systems. KM ensures

transpaprent, open systems that reduce the potential for corruption and unethical behaviour.

KM harnesses

global knowledge, lessons learned and

good practices from other municipalities, both locally and internationally.

KM increases the quality and speed of

communication between employees and managers, as well as with the public.

Employees have the opportunity to develop their

skills and improve their prformance

through group work and knowledge

sharing, thereby building employee

satisfaction.

Sharing knowledge

and learning means that the lag time

between ideas and implementation

is shortened, while making information accessible reduces costs.

KM results in increased speed of response and better knowledge of customer needs, leading

to satisfied customers.

ENhANCEd dECISION M

AKINg

BETT

ER R

ESPO

NSI

VEN

ESS

MOTIVATEd STAFF

INCREASEd EFFICIENCIES

REdUCEd COSTS

IMPR

OVE

d SE

RVIC

E dE

LIVE

RY

MO

RE dEMOCRATIC gOVERNANCE

gREATER ACCOUNTABILITY

KNOWLEDGE MANAGEMENT

BENEFITS

Why Local Governments need Knowledge Management

The importance of knowledge management in any organisation cannot be over emphasised, and this is particularly true in the local-government sector.

Knowledge management could act as a catalyst to gain a competitive edge. Like most large organisations, municipalities respond to the needs of their citizens by providing an inclusive and far-reaching service delivery. From a SALGA perspective, the adoption of a KM model is central to performing the “delicate act of judging financial sustainability, addressing the inequalities of the past, delivering services in the face of a growing urban population, all the while fulfilling its explicit developmental mandate”.

KM has a number of benefits for public-sector organisations:

• KM creates the opportunity for employees to develop their skills, performance and experience through group work and knowledge sharing.

• KM improves organisational performance by means of better quality, innovation, productivity and efficiency.

• KM facilitates better decision-making, more collaboration, restructuring of organisational processes and a decline in the duplication of work, consequently cutting operational costs and improving service delivery.

• KM increases the financial worth of an organisation.

• Knowledge sharing creates value in an organisation and strategically enables a competitive advantage.

Knowledge has always been shared at municipal level but often in a disorganised and patchy way. The adoption of KM ensures that municipalities can “systematically capture and organise the wealth of knowledge and experience of staff, clients, stakeholders, beneficiaries and partners,

thereby leveraging and making readily accessible the knowledge and expertise that already exists within the municipality. In so doing, institutional memory is built through preserving, developing, using and sharing knowledge, which is not lost when experienced employees leave” (‘Knowledge Management in South African Cities’ 2013).

Implementing KM principles guarantees efficient and prompt delivery of services and also provides further benefits, which include:

• Reduced costs • Increased efficiencies • Motivated staff • Better responsiveness• Enhanced decision-making • Greater accountability • More democratic governance • Improved service delivery

Source: Knowledge Management In South

African Cities 2013

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City of Johannesburg

The City of Johannesburg’s Innovation and Knowledge Management Unit (formerly known as the Joburg Innovation and Knowledge Exchange) was initially launched in 2002 as the Visitor & Resource Centre in response to an overwhelming number of requests from external stakeholders for the City to share “Johannesburg’s Transformation Story” – the wealth of lessons learnt about transformation, based on its experiences during the major institutional restructuring that took place between 1990 and 2000. In addition to the knowledge exchanges that afforded internal knowledge-sharing among City employees, the City also realised the value of institutionalising its knowledge assets for the benefit of its organisation.

Key programmes and initiatives

Deploying and harnessing good Knowledge Management practices plays an important role in the City of Johannesburg to enhance performance, productivity, collaboration and service delivery. Hence the City developed a Group KM Strategy and Implementation Plan to embed KM throughout the CoJ in systematic and structured ways, and to enable the CoJ to achieve and sustain its strategic objectives as outlined in the Joburg 2040 Growth and Development Strategy (GDS) through knowledge creation, knowledge application, knowledge capturing and knowledge sharing. A particular KM vision for the City was defined:

“To enable the City of Johannesburg to become a world class African city through the effective harnessing and application of the intellectual capital and knowledge of its workforce and stakeholders”.

The unit has the following key functional areas as part of driving and mainstreaming KM:

• Knowledge Management programmes – To institutionalise and mainstream knowledge management within the City’s political and executive leadership, departments and municipal-owned entities.

• Innovation programmes – To embed a culture of innovation among the city’s employees; to recognise and reward innovative projects and programmes that are improving service delivery in public service.

• Knowledge Exchange and Learning programmes – To facilitate the transfer of knowledge resources within the CoJ and also with partners and stakeholders through structured programmes.

In addition, the unit has been given the responsibility of driving the Smart City Priority, which entails the provision of leadership (smart trends, analysis, research, benchmarking) and ensuring integration of Smart City initiatives in support of the Johannesburg 2040 GDS and in collaboration with the lead departments.

Key Successes

Since the unit’s establishment, it has experienced the following successes:

• The creation of an established KM methodology; • Documenting and dissemination of better practice and lessons learnt through development

of case studies on key City initiatives. The establishment of an empowered KM workers’ (champions’) forum as one of the main tools used by the City to encourage and facilitate knowledge-sharing across functions, departments, municipal entities and external stakeholders;

• Effective knowledge exchanges through the hosting of official delegations, as part of supporting cooperative governance efforts; and

• Celebrating and sharing innovation and excellence through the unearthing of innovative projects for recognition and promotion at various awards platforms, and the annual production of the innovation magazine “Impact”.

Knowledge Management

highlights in some municipalities

The basic economic resource – the means of production – is no longer capital, nor natural resources, nor labor. It is and will be knowledge.Peter Drucker

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City of tshwane

The City of Tshwane, asserting with pride its identity as “South Africa’s Capital”, further positions itself as “liveable, resilient and inclusive. A city whose citizens have to enjoy a high quality of life; have access to social, economic and enhanced political freedoms; one where its citizens are partners in the development of the city” (Tshwane Vision 2055). Like other cities around the globe, the City of Tshwane is in a changing and dynamic environment that presents challenges and opportunities to economic growth. In growing a competitive economy, it has committed itself to becoming a knowledge-driven city that leverages on existing knowledge and expertise, both internally and externally, to improve its socio-economic status. The City has recognised that knowledge is a key strategic resource that it needs to manage effectively in order to participate and survive in the knowledge-based economy.

To that effect, the knowledge management capability within the Research and Innovation unit was established in 2012.

Achievements

Since the establishment of the KM capability, the following have been achieved:

• Approval of the KM Framework and Roadmap• KM Toolkit• Knowledge Zone Portal• Appointment and training of KM champions• Launching of the KM Forum• Coordination of knowledge seminars and benchmarking

study tours

ethekwini Metropolitan

In late 2009, eThekwini Municipality in Durban, formed the first ever local-government-driven, practitioner–based Municipal Institute of Learning (MILE). This historic decision was partly in response to our national government’s “Turnaround Strategy”, which sounded the call for municipal collaboration to enhance local-government practitioner capacity, and partly to contribute to the municipality’s KM strategy to position Durban as a Centre of Learning. A series of extensive consultations with key provincial, national and international stakeholders were held as part of the initial scoping exercise, and the city received overwhelming support for the formation of such an institute.

Major successes

MILE has played the role of coordinating eThekwini Municipality’s KM agenda. At this stage four areas have been successfully prioritised:

• Improving internal access to information and knowledge: MILE has been the vehicle that has ensured that electronic systems are in place to allow municipal employees easy access to information. A knowledge portal was established to achieve this goal.

• Policy Coordination: MILE has played an important role in ensuring that all policies approved within the municipality are well-formulated and do not conflict with other existing policies. All approved policies are now accessible to staff and the general public. MILE has also been able to offer a policy-advisory service to other municipalities.

• Creating an enabling KM organisational culture: Transforming an inward-focused, complex bureaucracy into an effective learning organisation that values information sharing and exchange is not easy; it requires one to craft and execute a clear strategy. Among the issues this strategy will focus on are encouraging staff to keep learning journals, putting in place mechanisms that help in moving from tacit to explicit knowledge, and focusing on projects that allow effective knowledge transfer to facilitate succession planning.

• Sharing innovations and good practice: The municipality has over the past five years led the country by publishing its own publications with a view to sharing lessons learned with practitioners from all over the continent and beyond. MILE has played an important role in encouraging departments to document lessons learned, as well as in creating the opportunities internationally to make these publications available.

When Tshwane decided to elevate knowledge management to the level of a critical capability in its business operations, it did so in order to foster a culture of learning and knowledge exchange to enhance innovation and service-delivery improvement.

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Buffalo City Metropolitan Municipality

BCMM was the first municipality to appoint political KM champions, and the municipality also conducted KM training for councillors, senior and middle management, as well as departmental KM champions, in terms of the KM Strategy and Framework.

Major successes

The IKM, Research and Policy Department have had the following major successes, among others:

• The IKM, Research and Policy Department has developed Research Management Policy Framework and Guidelines to regulate and govern all research undertaken by, within, or on behalf of BCMM.

• The department has facilitated and coordinated Case Studies of Better or Best Practice, Lessons Learnt and Innovation, and continues to do so. Case studies have been undertaken, or are in process, on:

– The Public Participation process in the Ward Delimitation process towards becoming a Metropolitan Municipality;

– The Blue Drop Achievements of BCMM in terms of Water Quality;

– Govan Mbeki Human Settlement Award-winning projects (both at provincial and national levels); and

– The Basic KM Training provided for councillors at BCMM.

• The Department has also established a set of Communities of Practice (CoPs) aimed at knowledge-sharing among relevant BCMM officials, in an effort to improve cross-departmental collaboration in order to solve some of the challenges being experienced. The following CoPs are now operational, and meet on a regular basis:

– CoP on Statistical Information including Provincial Statistics South Africa

– Policy Reference Group for development, review, amendment and alignment, and

– Research Working Group (RWG)

The councillor training has been identified as best practice by the Knowledge Management Reference Group (KMRG), to be used as the basis for training councillors in other municipalities and members of both provincial legislatures and Parliament.

City of Cape town

Culture

The City of Cape Town believes that validated information and knowledge are key elements in an effective decision-making process. Embedding a KM culture is the second phase of implementing KM, after putting in place the Information and Knowledge Management (IKM) infrastructure. Custodianship is a component of the city’s KM policy, meaning that people who are accountable and responsible for information and knowledge assets are present in every department. All departments have a strong KM focus, and each department should appoint a “KM Officer”. Communities of practice, and coaching and mentoring are encouraged.

Institutional structure

KM is located in the Strategic Development Information and GIS department (SDI&GIS), reporting to the Executive Director, Corporate Services, who is very supportive of KM. The department comprises of three branches: Information and Knowledge Strategy (IKS), Corporate GIS (CGIS), Knowledge Resources and Support (KR&S). The KM audit conducted in 2006 recommended setting direction for the City of Cape Town KM process rather than ‘proclaiming a strategy’. The initial focus was on data management and operational systems. A knowledge hub/portal (Development Information Resource Centre – DIRC) has been set up to integrate internal and external city development information and knowledge. The city has also developed a set of processes to guide KM partnerships. KM practices encouraged include using common data platforms, optimising the use of existing IKM infrastructure, use of knowledge hubs, knowledge sharing and communities of Practice.

IT systems

The SDI&GIS department uses mainly SharePoint in its delivery of the knowledge hub (DIRC), and references GIS systems via the hub. The city is considering adding to these platforms in order to develop the strategic element of the knowledge hub by providing users with some analysis capability. The DIRC makes available “development reports”, which consist of strategies and plans, and policies and standards, logically arranged and made available either at city or at local-area level. The DIRC also makes available “Knowledge Tools” in the form of a spatial information tool, an expertise locator, a data directory, a research hub, a statistics, trends and information portal, and a link to other specialised knowledge resource centres.

The City of Cape Town has also launched the continent’s first municipal Open Data portal to share data with the citizens and stakeholders in Local Government to increase transparency of its processes as well as promote economic opportunities available. The portal is available in this link: http://web1.capetown.gov.za/web1/OpenDataPortal/

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Knowledge Management in SALGA

“Share, Learn, Innovate”

Knowledge and Information Sharing is one of the six mandates of SALGA as stated in the Five-Year Strategic Plan (2012–2017). This mandate is in support of the other five mandates of SALGA, which are: Lobbying, Advocating and Representation; an Employer Body; Capacity Building; Support and Advice, and Strategic Profiling. The mandate aims to position SALGA as the main hub of local-government knowledge and intelligence, and to facilitate peer learning within the sector.

The Knowledge Management programmes of SALGA aim to support the organisation’s overall mandate of transforming Local Government to fulfil its developmental mandate. The programmes are guided by the following objectives:

1 To strengthen the generation, dissemination and application of local-government knowledge and intelligence;

2 To strengthen the local-government knowledge-exchange programmes;

3 To foster knowledge partnerships and collaborations for broader knowledge sharing and learning to benefit the sector;

4 To support research and benchmarking activities of Local Government; and

5 To promote an enabling environment for knowledge management.

The strategic objectives are achieved through the following programmes:

a) establishment of a Local Government Knowledge Hub

SALGA is developing a comprehensive, integrated, highly accessible (web-based) Knowledge Hub that will contribute to a key mandate of SALGA, that of being the hub of Local Government knowledge and intelligence. The hub will improve access to the Local Government information and knowledge resources, which will result in increased collaborations and better decision making by SALGA, the sector and partners; share and profile South African and international good practices that are relevant for the sector; and, over time, enable SALGA to build a body of knowledge (institutional memory) of the local-government sector that will serve as the reference for the future.

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b) Knowledge exchange Programme

Knowledge exchange is an important part of knowledge management, because knowledge resides in people. It is therefore important to strengthen knowledge-exchange programmes as part SALGA’s knowledge-management strategy. Knowledge exchange programmes include but not limited to the following:

• National Municipal Managers Forum – a platform for municipal managers to inform improvements in local-government performance, collaborate in addressing common concerns, and facilitate inter-municipal peer learning.

• SALGA Information and Knowledge Exchange (SIKE) – an internal and interdepartmental knowledge-sharing session that enables SALGA business units to share information and knowledge on programmes, projects, challenges, and successes in an environment that is informal and relaxed. It also serves as a platform for the SALGA Executive to engage with staff.

• Workshops, summits, round tables, dialogues, strategic conversations and conferences, facilitated internally in collaboration with SALGA business units, and externally with stakeholders, including municipalities.

• Supporting learning networks, including but not limited to the Knowledge Management Reference Group (KMRG), Local Economic Development (LED) Network, and Local Government (LG) Information & Communications Technology (ICT) Network.

c) Collection and Dissemination of Local Government Good Practises

SALGA introduced the initiative for the documentation and sharing of Local Government good practices. The aim is to improve the generation, dissemination and application of knowledge and intelligence for the benefit of SALGA and Local Government. This initiative showcases successes and excellence, highlights partnerships and collaborations, facilitates replication and sharing of resources, and promotes and encourages learning, innovative thinking and practise in the Local Government sector.

d) Knowledge and innovation Publication

SALGA produces a publication on Knowledge and Innovation to inform, share, celebrate and profile municipal innovations, excellence and partnerships.

e) SALGA Knowledge Champions

As part of institutionalising and promoting knowledge management and innovation, Knowledge Champions were appointed from all SALGA business units to serve as the advocates for knowledge management and innovation within the organisation, and to act as representatives to link colleagues to external knowledge and information resources. A SALGA Knowledge Champions Forum was formed, and the first meeting to clarify roles and responsibilities was held in February 2015.

f) Municipal innovations

SALGA is building capability to drive innovations within the organisation and the sector. This capability will include repositories of innovations; partnerships and collaborations and recognition of innovations and excellence in municipalities.

For more information about SALGA Knowledge Management programmes, please contact us on Knowledgehub@salga.org.za

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innovation in Local Government: from ideas to impact

Public sector innovation is both an imperative and an opportunity for governments today. It is about using new approaches, from policy design to service delivery, to improve the performance and responsiveness of the public sector.Organisation for Economic Cooperation and Development

What is innovation?

Every day in municipalities across South Africa, municipal employees take actions to improve citizens’ quality of life by providing services such as electricity, water, sanitation, roads, etc. This is important. There are also employees who go beyond the call of duty to create innovative solutions for challenges faced by municipalities. Innovation in the context of Local Government can be defined as creating effective processes, products and services that improve good governance and service delivery. Organisations that innovate create more efficient work processes and have better productivity and performance. For municipalities, this could mean implementing new ideas, creating dynamic products or improving existing services.

How do governments bring about innovation?

Governments innovate by cultivating and generating ideas from within, replicating innovations that have been successful elsewhere, and creating partnerships for innovation with other organisations.

Working in municipalities gives employees a chance to derive a real sense of satisfaction that comes from changing communities’ lives. Bringing innovation is about going the extra mile, which may mean finding different ways to solve basic problems that communities face. Employees are a primary source of innovation in municipalities. Another very important source of ideas for solutions to social problems is citizens themselves. They are the best judge of what their problems are. Engagement with communities is very important to get their ideas and insights.

The innovation process can be broken down into four phases: idea generation and discovery; idea selection; idea implementation; and idea diffusion.

Clearly defining the problem and seeking the best possible solution is the first step. The best ideas deliver meaningful results, meet the demands of the public, and meet policy goals. An example is the public bus rapid-transit systems in South Africa’s largest municipalities to provide affordable, efficient public transportation for urban commuters. When ideas are presented, we must decide which are worth pursuing. Government and municipalities, in particular, face multiple stakeholders with competing interests, such as civic groups and trade unions. Getting their buy-in to innovative ideas is essential. Once selected, an idea must be developed and executed. Success is dependent on a number of

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factors. One of these is giving employees a stake in the outcome. Public servants are motivated by recognition of their achievements. Rewards are important. Another is getting feedback and input from citizens by engaging with them during the execution process. Defining an end-goal against which progress can be determined is also important in order to judge the success of the innovation.

Where municipalities most often fail in producing innovation is in implementation, because there is no established process to ensure that good ideas are turned into action. The final step in the process is spreading the innovation through the organisation. This diffusion often involves breaking down organisational silos. This was one of the difficulties that had to be overcome in the Municipality of Ekurhuleni, in implementing a technological solution to improve service delivery. There are many ways to approach innovation, and many groups that can support it or provide further information to assist municipalities.

Social innovation and its relevance for Local Government

A social innovation is a novel solution to a social problem that is more effective, efficient, and sustainable. Social innovation innovates around social problems, a concept that is relevant for municipalities. Some of the best social innovation is the result of repurposing successful ideas from other fields. Some social innovations are the result of improved collaborations. Creative input from a wide range of disciplines also results in ideas and ways of doing things. Public- and private-sector collaborations, universities, research institutes, and think tanks are also frequent sources of social innovations.

Examples of more formal social innovation include microcredit for unbanked people to access capital, and distance learning to enable pupils far from centres of learning to get an education. Communal ablution blocks constructed from containers in the eThekwini Municipality were an innovative solution to providing sanitation and waste management to the densely populated underdeveloped areas. The innovative management of water supply in Drakenstein Municipality, which saved the municipality millions of litres in water, is a model that has been replicated throughout the country. Ekhurhuleni Metro has instituted social innovation in technology for service delivery, providing lessons in how municipalities can combine social innovation with being Smart Cities. These are just some of the social innovations happening today in South Africa that are making a difference to communities.

SALGA promotes innovation in Local Government

The South African Local Government Association (SALGA) encourages a mind set of innovation in municipalities. This means innovating around issues and problems that communities face and thinking about Local Government in a different way. SALGA’s role is to collect and disseminate knowledge on innovation, to encourage learning, and facilitate the replication of successful practices in different municipalities. Innovation creates connections among communities, government, the private sector and civil society seeking innovative ways to meet social needs.

There are also many success stories, not all well known. When one municipality comes up with a solution that can assist others, it is important to capture those learnings and share the thought process, the methodology and how it was done. Others can learn from those stories. Awards systems often provide an excellent avenue for finding out about them. For more information, see the Awards section in this publication.

If you always do what you always did, you will always

get what you always got.Albert Einstein

The best way to predict the future is to invent it.Alan Kay

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innovations institutionsThere are several government and non-government institutions that promote the culture and environment for Innovation in South Africa and across the globe. These institutions must be supported. These include, among others, the Centre for Public Service Innovation (CPSI), the Innovation Hub, the Technology Innovation Agency (TIA), the Impulelelo Social Innovations Centre and United Nations (UN) Public Service Awards.

the Centre for Public Service innovation

The Centre for Public Service Innovation (CPSI) was established by the Minister for Public Service and Administration in 2001, mainly to identify innovative solutions for service-delivery

challenges and develop an environment more receptive to, and supportive of, innovators within government.

The CPSI focuses on solutions that improve citizen access to services and the internal efficiency of public-sector institutions. A crucial part of discovering innovation is documenting and sharing best practice. The annual CPSI Public Sector Innovation Awards Programme celebrates the successes of individuals and teams, and serves as a source for the replication of identified service-delivery innovations. The annual Public Sector Innovation Conference, another important programme of the CPSI, allows innovators to share best practices and form cross-sectoral partnerships.

In partnership with the Innovation Hub and the City of Tshwane, the CPSI developed a solution to eliminate duplication in the dispensing of chronic medication in public-health facilities, which was successfully piloted in four clinics. The CPSI also works with the Honeydew Police Cluster in the City of Johannesburg on a solution for the pro-active identification and reporting of crime in informal settlements, which is currently being piloted in Diepsloot. These are examples of innovations where the CPSI is making a difference.

For more information, go to www.cpsi.co.za

Thuli Radebe Chief Executive Officer | Centre for Public Service Innovation

the innovation Hub

The Innovation Hub, Africa’s first accredited science and technology park, is a subsidiary of the Gauteng Growth and Development Agency, an agency of the Gauteng Department of Economic

Development. For more than 10 years, The Innovation Hub has supported the growth of innovative companies in smart industries (ICT and advanced manufacturing); green and sustainable energy sectors, and Bioeconomy (health, agriculture and industrial).

What makes The Innovation Hub different is the way it collaborates with the private sector and governments in incubating new businesses. It plays an active role in encouraging local entrepreneurship in the technology sector, and works with business to ensure that new technology is sustainably supported and has market potential.

Its development programmes include the Maxum Business Incubator, mLab, the Climate Innovation Centre, and the BioPark. In the area of skills development are Coachlab, Thought Leaders, Future Leaders and FabLab. Their corporate social investment (CSI) project is the Jumping Kids Recreation Centre. Among the specific initiatives with various municipalities are a solution to prevent meter bypassing and illegal electrical connections, and an e-government initiative to improve communications between citizens and the cities. The Kusile School Mobile Science Laboratory is being rolled out at a number of schools.

For more information, go to www. theinnovationhub.com

McLean Sibanda Chief Executive Officer | The Innovation Hub

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the technology innovation Agency

The Technology Innovation Agency was established in terms of the TIA Act, 2008 with the objective of stimulating and intensifying technological

innovation in order to improve economic growth and the quality of life of all South Africans by developing and exploiting technological innovations.

TIA’s core business objective is to support the development and commercialisation of competitive technology-based services and products. The Agency primarily uses South Africa’s science and technology base to develop new industries, create sustainable jobs, and help diversify the economy. It invests in a variety of technology sectors: advanced manufacturing, agriculture, industrial biotechnology, health, mining, energy and ICT.

TIA was formed when seven Department of Science and Technology entities were merged. Previously tasked with supporting and promoting innovation in the country, these entities were the Innovation Fund, Tshumisano Trust, Cape Biotech Trust, PlantBio Trust, LIFElab, BioPAD Trust, and the Advanced Manufacturing Technology Strategy (AMTS).

One example of how the TIA works in social innovation is the organisation’s funding of research by the Centre for the AIDS Programme of Research in South Africa (CAPRISA). The TIA-funded CAPRISA 004 trial of a vaginal gel for the prevention of HIV infection in women resulted in effectively reducing female HIV infection. These results were presented to great excitement in the scientific AIDS community, at the XVIIIth International AIDS Conference in 2010.

For more information, see www.tia.org.za

impumelelo Social innovations Centre

Impumelelo was established in 1999 to identify and reward social innovation directed at improving the quality of life of the poor. It started as an awards programme, but has expanded to become a repository of best practices in South Africa. Its main programmes include master-class training, case-study research, documentation and publication of best practice, and the dissemination of good news through media and advocacy programmes. It aims to inspire people to replicate, upscale and adopt these innovations into local contexts.

Impumelelo’s prestigious awards recognise government and civil-society projects in housing, sanitation, HIV/AIDS, skills and enterprise development, job creation, education and food security, among other sectors.

Finding out ‘what works’ and then sharing these lessons broadly is the key to improving the country’s record at all levels of governance and enhancing civil-society best practice. Impumelelo imagines a South Africa that scales these projects up to a national level, transforming the country.

In 2014, Impumelelo partnered with the Oasis Association for Intellectual Disability to help create recognition for the group’s commitment to social innovation. Impumelelo’s recognition of the innovations in waste management in low-income townships in eThekwini Metro has brought national attention to the programme.

Impumelelo has recognised 457 examples of social innovation around South Africa and encourages government to build on these networks of existing best practice to improve service delivery.

For more information, go to www.impumelelo.org.za

Rivka Kfir Interim Chief Executive Officer | Technology Innovation Agency

Rhoda Kadalie Chief Executive Officer | Impumelelo Social Innovations Centre

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UN Public Service Awards

The United Nations Public Service Awards are the most prestigious international recognition of excellence in public service. They reward the creative achievements and contributions of public-service institutions that lead to a more effective and responsive public administration in countries worldwide. Through an annual competition, the UN Public Service Awards promote the role, professionalism and visibility of public service.

CPSI and Impumelelo submit their innovation winners to the UN Public Service Awards. South African Innovation Projects that have won this award include: Communal Ablution Blocks for Informal Settlements (2013 – 1st Place winner in the Improving the Delivery of Public Services Category) by eThekwini Metropolitan Municipality; and the Administrative Support for the Tuberculosis Programme in City Health (2009 – Finalist Improving the Delivery of Services Category) by the City of Cape Town Metropolitan Municipality.

For more information about United Nations Public Service Awards, go to http://www.unpan.org/DPADM/UNPSDayAwards/UNPublicServiceAwards/tabid/1522/language/en-US/Default.aspx

imagination is not only the uniquely human capacity to envision that which is not, and therefore the fount of all invention and innovation. In its arguably most transformative and revelatory capacity, it is the power that enables us to empathize with humans whose experiences we have never shared.J.K. Rowling

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Highlighted below are several municipalities that have accomplished unique achievements:

There are few issues more emotive in South African municipalities than housing. In the past 20 years, millions of RDP houses have been built. However, the gaps remain. Land and housing remain foremost in many residents’ minds.

Building good-quality, sustainable housing-development models remains a challenge. In a response to this challenge, the City of Johannesburg Housing Department created a sustainable project of mixed-development housing, leveraging 6 500 housing opportunities into nearly 10 000 new housing opportunities.

How was this done? The first phase consisted of providing traditional low-cost housing. When the Housing Department moved into Phase 2, the project leaders realised there was room to create a new approach by developing a mixed-income settlement that would help subsidise the building of the township. The result of Lehae was to create a new way of thinking of housing; of mixing targeted income groups in a township by offering fully subsidised, partially subsidised and bonded houses, which in turn would help take the budgets much further, and of applying different methodologies and that would speed up the process.

The mixed-use development allowed for greater yield on the project by changing the type of housing available, from 6 500 straight RDP, to 3 000 RDP in Phase I and 2 000 RDP in Phase 2, plus a further 5 000+ housing opportunities in Phase 2, for a total of 10 000 housing opportunities for the full project. This helps break down disparities in income, for by mixing communities, Johannesburg has the opportunity to become a community where people of all economic means, races, creeds and colours can mix.

The intended consequence of the mixed-use housing development was to service a previously unrecognised group of people, those earning between R5 000 and R15 000 per month. People in this income bracket previously fell through the cracks – their income was too high for fully subsidised housing, but not high enough to qualify for housing loans. With Lehae, they had the option of partially subsidised housing or bonded properties, and this opened up the doors to house ownership in a new way. Addressing this income bracket was part of the Housing Department’s ‘Breaking New Ground’ strategy, which recognised that housing was not only about the poorest, but also about those whose income brackets placed them below the housing threshold.

It is unique social innovations like Lehae that work towards breaking down old barriers, finding ways to stretch limited municipal budgets, and helping people to find sustainable community-housing solutions.

the Lehae Housing Project – successful social innovation in the City of Johannesburg

innovation in Municipalities

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In Durban, eThekwini Water and Sanitation (EWS) is the authority responsible for providing water and sanitation to the 3.5 million residents of the city. One of the main challenges faced by EWS is the provision of services to dense informal settlements, which have formed as people have migrated to the city seeking job opportunities. There are currently an estimated 350 informal settlements spread throughout the city, housing in the region of one million people.

Implemented in 2009, the community ablution blocks (CABs) are a social innovation designed to address the sanitation needs of these communities. CABs are shared water and sanitation facilities containing male and female toilets and urinals, showers, basins for washing hands, and laundry facilities. Each CAB serves 1 000 households, and an estimated 200 000 residents of informal settlements in Durban now use them.

A major innovation of the sanitation project is the use of modified shipping containers as CABs. Shipping containers can be rapidly customised and since they are prefabricated, building and construction costs are reduced. They can be easily installed on land which is often steep and where space is limited. Also, shipping containers are not easily vandalised, and require little maintenance. An additional innovation emerging from the use of shipping containers is that they can easily be moved as new housing developments emerge.

One of the key innovations in the continuing success of the project was appointing an inhabitant in each area where a CAB is located as a paid caretaker. The caretaker is required to keep all the ablution areas clean and supplied with toilet paper. The caretaker is also responsible for immediately reporting any malfunctioning equipment and identifying the maintenance work required.

The Drakenstein Municipality in Paarl, Western Cape, faced high growth in water demand despite aging and poorly regulated water infrastructure. Also, as much as 33% of water was metered incorrectly or not metered at all, which resulted in significant financial losses. Very high pressure in the pipes frequently caused burst pipes and water loss.

The Department of Water Services in the Drakenstein Municipality proposed the Water Demand Management Success programme, which took a comprehensive approach to addressing water management issues. The programme addressed issues of water demand and system maintenance. A new block tariff system changed the water consumption patterns of heavy users. A major effort was made to meter all connections. The existing water infrastructure was upgraded, and the network fitted with pressure-reducing equipment. Public awareness campaigns were conducted to promote water conservation.

As a result of these efforts, between 2001 and 2013, a total of 142 million litres of water, worth about R710 million, was conserved, and non-revenue water consumption decreased from 33% to 11%. Prior to the implementation of the programme, growth in demand for water increased by 2.5% to 3.5% per year. In particular, it was found that the pressure-management initiative was very successful, contributing as much as 80% of the total water savings of the programme.

The success of this initiative has inspired other municipalities to replicate the methods employed by Drakenstein municipality with such success. Similar initiatives have been implemented in almost every major South African municipality.

Sanitation and waste management: communal ablution blocks for informal settlements in ethekwini Municipality

Water management in Drakenstein Municipality

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Ekurhuleni Metropolitan Municipality (EMM) provides public services to over 3 million South African citizens in one of the most densely populated areas, Gauteng. The municipality, covering the area from Germiston in the west, to Springs and Nigel in the east, faced a number of serious challenges in delivering services. Its 20 customer-care areas and service departments’ business processes and technologies were not standardised, integrated or automated. This caused duplication of work and cumbersome service-delivery processes.

Yet, the municipality has a vision to be a smart, creative and developmental city. It therefore approached IT company Software AG for help in implementing new software for business-process management and customer service. The systems put in place have boosted productivity, enabled more efficient communication and integration among departments, and improved on the municipality’s ability to use data effectively and extend the insight gained to drive action. The development of process-technology solutions in Ekurhuleni has elevated the municipality to a centre of digital-process excellence.

Through this partnership, service delivery was optimised in six different departments: energy; water and sanitation; corporate and legal; city development; infrastructure services; and health and social services. The real social innovation is that the new processes have had a major impact on the lives of the most vulnerable in the city. Previously, EMM’s Indigent Management process spanned over three months before qualifying applicants were approved. Today, this process is completed within 21 days.

The Rea Vaya BRT project is a truly pioneering large scale, municipally run, mass transit system in Africa. It is innovative because of the unique way in which it has brought together the material and human means needed to deliver the project. It has overcome strong opposition from the informal mini-bus and taxi operators by bringing them into the system. The Corridors of Freedom initiative strongly linked to the project is also one of its kind, as it creates priority lanes for the BRT system bordered with dense and green real estate development. The implementation of a brand new transportation system results in the intensive creation of employment in the city. Phase 1 of Rea Vaya targets primarily the reconversion of former taxi drivers & operations through formation and investment opportunities. A total of 51 000 jobs will be created by the beginning of phase 1C in 2016; 75% of these jobs are dedicated to the reconversion of actors from the old transportation system (mostly taxi drivers previously on costly leases) and the 25% remaining will be mostly allocated to young people with a high level diploma.

Secondly, as the outskirts of Johannesburg will be intensively connected to the center, it will help inhabitants of neighbouring deprived areas in Gauteng benefit from the city’s steady economic growth (4.2% on average between 2000 and 2010). Lastly, the drastic emission reduction forecast will deal with the volumes and also different types of emissions, including Particulate Matter (PM) emissions which are one of the most noxious for the respiratory system, and will be reduced by the use of Euro IV and Euro V buses. The same line of reasoning goes with congestion reduction, which is a collateral – but crucial – effect of Rea Vaya.

technology for service delivery in ekhurhuleni Metro

rea Vaya Brt Project, City of Johannesburg

Making a difference in people’s lives is what social innovation, and Innovation itself, is about. For each day that a municipality provides service delivery to

its citizens, the country comes one step closer to success in government. The more that municipalities find new solutions, and identify new processes,

partners, and ways to serve their citizens better, the greater the contribution by government to providing improved quality of life.

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Since the 1994 elections, the South African government has been on a transformational journey to create a new democracy. Old ways of doing business and bureaucratic institutions were reformulated. Twenty years later, government is reviewing its policies, processes and legislation. What worked after the first election and what is needed today are different. This means that the standards set, or not set, two decades ago have an impact on the government’s capacity and capability to provide local service delivery today.

Professionalisation of the public service, including the Local Government sector, is one of the priorities of government. This priority was established through the Local Government Turnaround Strategy (LGTAS) in 2009 as one of five key strategic objectives to improve performance and professionalism in municipalities. Following the 2010 Human Resource Management (HRM) Conference, SALGA, with the cooperation of The Department of Cooperative Governance and Traditional Affairs (CoGTA), resolved to embark on active measures to contribute to the professionalisation of the sector.

Defining a Profession, Professionalisation & Professionalism

The Professionalisation Framework for Local Government (April 2013) states that while there is no conclusive definition of a ‘profession’, there is general agreement that a profession is viewed as a vocation or full-time career that exhibits most or all of the following characteristics:

• a common body of specialised knowledge and expertise, based on the application of systematic theoretical principles, and acquired by members of the profession through prolonged education and training at the highest levels, as well as on-going professional development;

• a system for certifying that individuals possess such knowledge and expertise before being licensed or otherwise allowed to practice;

• a closed community with a strong sense of collegial responsibility and corporate solidarity (esprit de corps), characterised by shared norms and values;

• adherence to high ethical standards and codes of behaviour, together with provisions for the monitoring and enforcement of compliance by individual members;

• a commitment to a social ideal that prioritises service to the welfare, health and safety of citizens, communities and society as a whole over the personal interests of practitioners;

• a high level of societal status, esteem and legitimacy, arising from the higher social function of the work of the profession;

• the existence of a professional body or organisation able to certify

the Professionalisation of the Local Government Sector

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and ensure the competence of practitioners and encourage and enforce ethical standards of behaviour; and• a broad measure of discretionary autonomy allowed to members of the profession over the management of

their affairs, the development of new knowledge and the setting of standards of performance and behaviour.

Professionalisation at the general level can be defined as the process by which a particular occupation transforms itself into a fully-fledged profession, exhibiting the characteristics outlined above.

Professionalism refers to the competence, work practices, ethos, behaviour and attitudes typically displayed by members of such a profession.

What is Professionalisation of Local Government?

The professionalisation of Local Government is designed to help municipalities get the basics of service delivery right, using the human resources already at their disposal.

The process of professionalisation includes checking each role or position in Local Government from the perspective of the employee’s competencies, work practices, ethos, behaviour and attitudes expected in a particular occupation.

The professionalisation of Local Government seeks:

• To address the lack of competencies in municipal structures, which affects the ability to account for public resources administered on behalf of communities.

• To fill vacant key positions, particularly at senior management level, with individuals who meet the criteria in respect of minimum competence requirements.

• To ensure that key officials have the minimum competencies and skills. Capacity-building and the professionalisation of Local Government are part of an on-going process.

• To reduce the dependency on consultants and to empower government employees.

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Why the need to professionalise Local Government?

CoGTA conducted an assessment of South African municipalities which found various developmental challenges facing Local Government. In particular, areas relating to service-delivery backlog, fraud and corruption, lack of appropriately qualified personnel in critical positions, poor communication with communities, and violent service-delivery protests were problematic. The outcomes of the report resulted in the formation and implementation of the Local Government Turnaround Strategy.

These professionals should be selected on the basis of minimum competency requirements and relevant qualifications. Senior positions should be filled by individuals who have some form of Local Government and management experience, practical skills, and the capability and desire to serve others.

In addition, professionals must be subjected to a continuous upgrading of their skills and knowledge in order to keep up with local and international trends. The purpose of the strategy is to encourage Local Government to service the public in a professional manner. Ultimately, this strengthens the credibility of Local Government and its partnerships with

communities and civil society. The intended result is to create a responsive and accountable Local Government.

Ethics in Local Government, as in other parts of the public sector, are particularly important. Public office involves public trust, which can only be maintained if public officials acknowledge the primacy of the public interest and are able through their actions to promote public confidence in the integrity of municipal services. In promoting improved standards of professional behaviour and conduct in Local Government, a particular emphasis must be placed on the observance by both elected and appointed officials of professional ethical principles and values. These principles are of a higher moral standard than other norms and standards because they deal with normative issues of what is commonly accepted as ‘right’ or ‘wrong,’ rather than what is merely desirable.

Professionalisation Framework for Local Government

In response to the Turnaround Strategy objectives for Local Government, the Professionalisation Framework was developed by CoGTA and SALGA. The strategic focus of Professionalisation is to assist Local Government in meeting its developmental mandate. It operates in a complex and challenging task environment. This involves, among other things, the efficient handling of substantial budgets, meeting a range of complex legislative requirements, interacting effectively with other spheres of government, addressing the demanding and sometimes conflicting expectations of the communities, and engaging in highly technical forms of decision-making, planning and implementation.

Among its recommendations was that Local Governments should appoint skilled and capable professionals into management positions.

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a) Pillars of Professionalisation adopted for Local Government

Local Government Service Orientation

This relates to the conformance by all elected and appointed officials to high standards of professional ethics, conduct and behaviour appropriate to serving the public; this will be achieved through reinforcement of programmes linked to Batho Pele and the Codes of Conduct in the Municipal Systems Act and the introduction of a management of conflict of interest in by enabling financial disclosures and managing the risks of fraud and corruption in the sector.

Leadership and Managerial Professionalism

This will entail competence in terms of knowledge and skills and a high level of analytical ability in a wide array of areas or disciplines such as governance, strategic capability, leadership, policy analysis and development, programme and project management, human resource and financial management, change and risk management, knowledge management, service delivery innovation, interpersonal relations, mediation, conflict management, diversity management and the display of exemplary ethical conduct. Building a pipeline of leaders and managers at all levels ensures professionalism will be developed through national development programmes. This works together with the establishment of a purpose-built SALGA Centre for Leadership and Governance.

Technical Professionalism

Technical Professionalism refers to the acquisition or application of specialised or technical high-level competence of knowledge and skills in terms of the norms and standards required for a relevant occupation or profession at various levels within Local Government as context. This will be facilitated through various recognised statutory and non-statutory professional bodies in consultation with relevant mandated sector departments. This involves ministerial criteria to be adhered to, and in the case of statutory bodies, may have other requirements. Recognised professional bodies will certify levels of competence, knowledge and skills. This will also ensure continuous professional development, which enables career development and progression, as well as providing annual reports to the Minister of CoGTA.

Institutional Professionalism

Institutional Professionalism promotes administrative practices to ensure an effective, efficient, accountable and responsive Local Government system to optimise service delivery. This will be facilitated through the introduction of proper policies, practices, processes, systems and structures to institutionalise and embed professionalisation in Local Government. Much like the

other related pillars of professionalisation, norms and standards will underpin the implementation approach at both sectoral and local levels.

b) Role of Professional Bodies in the Professionalisation of Local Government

A professional body is a group of people in a learned occupation who are entrusted with maintaining control or oversight of the legitimate practice of the occupation. Professional bodies and associations can be either statutory or non-statutory. These bodies will play a crucial role in the professionalisation of the sector. The Framework states the roles and responsibilities of the professional bodies as follows:

• promote and ensure continuous professional development and life-long learning;

• conduct ongoing research and disseminate good practice among members;

• develop a collective and collegial ethos;• set and enforce ethical work practices and behaviour;• set relevant competence criteria for admission into

the profession and accreditation of educational programmes;

• develop a clear set of norms and standards for the relevant occupational category in the Local Government sector;

• establish minimum competency levels based on national competence frameworks and job profiles;

• develop RPL procedures, through which professional bodies can assist employees in obtaining accredited qualifications after the RPL process is completed; and

• ensure that the supply and demand of technical and professional competence in key sectors are met.

role of institutions of learning

Institutions of learning also have a role to play in professionalising the sector.

Educational institutions should engage Local Government through a joint determination process to establish the courses and curriculum outcomes that will best suit professionals in Local Government.

SALGA welcomes engagement with educational institutions on which projects or programmes are most suitable for local Government staff members.

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The Local Government Sector Education and Training Authority (LGSETA) is one stakeholder in this process responsible for research into critical and scarce skills in Local Government. LGSETA should continuously be consulted during the professionalisation process of municipalities. The LGSETA’s involvement in the development of skills in the sector, as well as in the disbursement of the skills fund in the various municipalities, is instrumental to the success of learning programmes.

Professionalisation of the sector should not be limited to professional bodies and institutes of learning alone. Involving the partners of Local Government will also help achieve government’s goals. These include the community at large, international donors which support capacity-building in the Local Government sector, and other spheres of government with cross-cutting responsibilities.

How Batho Pele leads to good governance and improved service delivery

For good governance in Local Government all the relevant stakeholders must be governed by and adhere to Batho Pele principles. Batho Pele principles speak to issues of transparency, accountability, respecting citizens, putting the public first, and providing exceptional customer service. When Local Government consistently begins to show these fundamental values, the relationship with the community is strengthened.

What communities want is an ethical government. Professionalisation can succeed in Local Government if officials remember that their job is to serve the public’s interests. Government officials should be inspired to work with integrity and honesty in their positions. They must act fairly and impartially in the performance of their duties, and not give preferential treatment to or discriminate against any group of people or individual. In carrying out Local Government business, including making public appointments, awarding contracts or recommending individuals for rewards and benefits, holders of public office must make their choices solely on the basis of merit, not favour.

SALGA programmes contribute to the Professionalisation of the sector

SALGA is implementing a number of programmes aimed at contributing to Local Government, such as the Human Resource Information System. This system is a portal that provides easy access to information. It has two elements, a transactional element and a data-management element. Stakeholders can log in and access generic documents and toolkits, and share information.

SALGA also uses the portal to monitor trends on issues relating to human capital matters. Additional programmes include the establishment of the SALGA Centre for Leadership and Governance, the implementation of elements of the Human Resource Management Strategy, and the Performance Management Support Programmes and Job Evaluation.

Professionalisation can turn municipalities around and establish Local Government as an employer of choice, as envisioned by the National Development Plan. Professionalisation is an important cornerstone to serve as a vital link between academics and local practise, and for ensuring service excellence for the future.

Conducting sector skills planning is also important to understand what skills are required in Local Government.

Leadership is never an avenue to be self-serving, but a platform to render great

service to people.Ifeanyi Enoch Onuoha

Thinking is one of the most important weapons in dealing with problems.

Nelson rolihlahla MandelaSALGA

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Municipal Barometer Find out how the Municipal Barometer helps with municipal decision-making and planning. See how your municipality compares with demographic trends, basic services and other factors within South African municipalities. Using this data will help municipalities make reliable, data-driven decisions, save costs and improve service delivery.

What is the Municipal Barometer?

The Municipal Barometer is a web-based SALGA portal set up to provide valuable, timely data that allows municipalities to compare results and

more effectively make decisions for their municipalities.

Why a Municipal Barometer?

The need for local-level data in South Africa has increased tremendously in the past 20 years. Now, as municipalities strive for ever-more efficient and effective delivery,

access to data is more important than ever.

In response, SALGA introduced a new programme that aims directly at fulfilling that need. It improves cost-effectiveness and saves time, while empowering municipal officials with

rich data that can be used for assessing municipal performance, improving decision making, enhancing planning, enabling programme monitoring and evaluation, promoting benchmarking

and capacitating oversight.

increasing demand for municipal data

Municipal officials are familiar with the usual drivers of increasing demand for data. They need to understand more fully and address more effectively the imbalances inherited from the pre-democracy era. They need to

evaluate the effectiveness of various government policies and programmes properly in addressing these imbalances at the local level. And they need to track the general life circumstances of the South African population to acquire a

broader and deeper understanding of the people and country they serve.

However, more often than not, key agencies express growing concerns regarding a lack of easy access to readily available and up-to-date local-level data. Planners at regional and local levels, have complained that they lack adequate data to

support effective programme planning, implementation, monitoring and evaluation.

While various government departments and private research/data organisations collect some of the required data, there has been no concerted effort to bring them together in one portal where they are made readily available and easily accessible. This

has resulted in fragmented and often ad hoc data-collection processes, which undermine the otherwise positive efforts of dedicated researchers and collators.

Municipal Barometer Programme

SALGA, as a representative voice of municipalities, first responded to these challenges by establishing a Local Data Programme that brought together key data agencies such as Stats-SA, Municipal Demarcation Board (MDB), Development Bank of Southern Africa (DBSA), South African Cities Network (SACN) and Centre for Municipal Research and Advice (CMRA) to make local-level data easily accessible to municipalities. The initiative led to the establishment of a web-based portal known as the Municipal Barometer (MB), which houses and provides easy access to municipal data that is disaggregated to a ward level.

Left: Municipal Barometer Workshop in Gert Sibande District Municipality, November 2014

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The Municipal Barometer was launched in 2013. The launch was followed by provincial roadshows and district workshops which were convened and conducted mainly in Mpumalanga province in 2014.

MuNICIPAL BAROMETER

Municipalities are expected to make informed and reliable decisions in order to deliver on their mandates. However, efficient and effective decision making has been hindered by the difficulty of accessing readily available and reliable local level data. The Municipal Barometer is thus a web-based portal established to collect, re-package and disseminate local level data for municipalities. It was developed to provide easy access to municipal level data for both specialist and non-specialist audiences. End-users will be able to benchmark, correlate, analyse and present quality graphics and tables using a few clicks. Data can either be presented on screen or exported to popular file formats such as Word documents and Excel spread sheets. The nine buttons below represent outcome indicators on which the Municipal Barometer is intended to provide disaggregated information.

Go to the Municipal Barometer

Selection Tool

Please select the local, district or metropolitan municipality of your preference from the drop down list. The reports in the Municipal Barometer are shown for the area of preference.

Local Municipality

!Khels

Demographic Trends (report)

Economy Growth and development (report)

Good Governance and Accountability

Basic Services

Environment

Coherent Municipal Planning

Social Development (report)

Municipal Finances

Municipal Capacity (Capacity Building,

HR, Labour Relations)

Figure 1: Screenshot of the Municipal Barometer Homepage

Labour absorption rate (%)

<32.0 36.0<40.0 >=44.0 32.0<36.0 40.0<44.0 !Khels: 40.4 Province

the municipal barometer portal is an exciting new programme launched

to help municipalities to make comparative, data-driven decisions.

visit www.municipalbarometer.co.za for more information.

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Longitudinal/time-series Data

The indicator areas enable municipalities to access their performance in various service delivery, socio-economic and financial areas against a baseline year of 1996. Because end-users can determine trends and patterns, they can improve their decision making, planning and programming. The data can be downloaded from the MB in various formats (Word and Excel) and used further to demonstrate trends as represented in the following bar chart. In addition, data can be aggregated from ward level to national level. This makes it possible to see what is going on in indicator areas at ward, municipal, district, provincial and national levels.

Predefined Municipal Reports

Less than five pages long, the municipal reports available on the MB list important and easy-to-understand facts to do with the key issues for a specific municipality. Officials, councillors, citizens and planners can use these fact sheets to help them to understand these issues. They can be handed out at community events and public meetings.

District Municipal Profiles

District Municipal Profiles provide analyses of the socio-economic environment of each district along with its respective local municipalities. The District Municipal Profile Report includes an analysis of the demographic structure, economic performance, income levels, labour market and service delivery. In addition, policy issues are addressed together with their implications on service delivery, the economy, the environment and other issues challenging the district. The reports are therefore aimed at contributing to informed planning and decision -making across various stakeholders.

Benchmarking tab

The benchmarking tab allows municipalities to compare each others’ business processes and performance metrics, and identify best practices. Municipalities can learn from each other.

-6%-11% -13%

-11% -15%

Dependency ratios

South Africa Ehlanzeni Mbombela

2001 2007 2011

MbombelaWard 1

Figure 2: Demographic sustainability comparison

Mpumalanga

Figure 3: Comparative labour market statistics

2001

90000

80000

70000

60000

50000

40000

30000

20000

10000

0

Makhado Thulamela2007 20072011 20112001

Employed 59583 75639 78768 55566 81926 75592

Unemployed 59395 53385 45702 82014 62813 58915

Labour Market

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Municipal Financial Analysis

Financial data enables municipalities to see if they are complying with National Treasury regulations as depicted by the Norms and Standards table below. The National Treasury for instance stipulates a creditors payment period of 30 days, and Figure 4 gives an indication of the time it takes for the Local Municipalities in Ehlanzeni to settle their invoices with suppliers. Reliable, rapid access to such data enables SALGA and other stakeholders to identify how municipalities have been managing their finances over time and assist them in developing appropriate responses.

Municipalities and stakeholders are encouraged to explore the Municipal Barometer and discover its versatile uses. Its capacity to add value to, and enhance, decision-making and planning can be expected to make a marked difference to effective Local Government. What is more, the MB may been seen as a cost-saving measure in many municipalities as current publicly available data is free of service charges and easily accessible.

For further information, go to http://www.municipalbarometer.co.za/ or for queries or training and presentations, contact mbinfo@salga.org.za.

Assessment Criteria Norm Description

Grants and Subsidies to Total Revenue – Level of Reliance on Government Grants

Personnel Cost to Total Expenditure 25-40% Proportion of budget dedicated to payroll

Interest Paid to Total Expenditure 6-8% Cost of debt servicing

Repairs and Maintenance to Total Expenditure 8% Cost of maintaining capital infrastructure

Debtors Collection Period 30 days Period taken to collect revenue

Acid Test Ratio 1:1 Liquidity

Total Liabilities to Total Assets – Gearing ratio

Creditors Payment Period 30 days Period taken to process invoices.

Auditors Opinion Unqualified/ Qualified Financial procedure compliance

Table 1: National Treasury Norms & Standards

Figure 4: Ehlanzeni Local Municipalities: Creditors Payment Period 2005-2013

Ehlanzeni Local Municipalities: Creditors Payment Period 2005-2013

National Treasury Norms and Standards

2005 2006 2007 2008 2009 2010 2011 2012 2013

Bushbuckridge LM 0 1328 726 2607 2833 3544 3763 13

Mbombela LM 41 67 270 44 120 223 176 110 7

Nkomazi LM 54 49 0 341 121 304 215 271 10

Thaba Chweu LM 10 81 39 22 43 198 168 378 9

Umjindi LM 118 143 117 728 0 1 27 63 9

4000

Cred

itor D

ays

Year

350030002500200015001000

5000

AWArDS AND reCOGNitiON AWArDeD tO MUNiCiPALitieS

Awards reward success, but they also recognise many other qualities: ability, commitment, struggle, effort and, above all, excellence. In the field of government, awards are often the largest acknowledgement that many in public service will receive. Awards are also important for employees – working for an organisation that has won many awards is a source of pride and motivation.

This database, developed by SALGA, documents and showcases national, African and international awards, given to South African municipalities over the years, that recognise municipal innovation, excellence and high standards. We encourage municipalities to explore these awards, and capture good practices and lessons. The database will be continually updated and shared across the sector.

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Audit Outcomes of LG (MFMA 2012 – 2013)1

PArt ONe: SOUtH AFriCAN AWArDS

The Auditor-General of the Republic of South Africa, as mandated by legislation, audits all public institutions, including municipalities and municipal entities. Below are the audit outcomes for the year ended 30 June 2013 (2012–2013 financial year). These municipalities and municipal entities received financially unqualified audits with no material findings, commonly referred to as a ‘clean audit’. In this financial year, 30 municipalities and entities belonged in this category, out of 319 audited institutions, including 278 municipalities (local, district and metropolitan) as well as 41 municipal entities. This constitutes an overall 9% improvement as compared to the 5% obtained in 2012. Among the year’s 30 ‘clean audits’, 13 had sustained this achievement from 2011–-12.

Unqualified Financial Statements with No Material Findings on the Quality of the Annual Performance Report or Non-Compliance with Legislation

Province Municipality Municipal Entity

Eastern Cape None Mandela Bay Development Agency

Free State None None

Gauteng Sedibeng District Johannesburg Fresh Produce MarketJohannesburg Social Housing Company

KwaZulu-Natal Uthungulu District Uthungulu District Msinga LocalNtambanana Local Okhahlamba Local Ubuhlebezwe Local uMhlathuze LocaluMzimkhulu Local

Durban Marine Theme Park (Pty) LtdSafe City Pietermaritzburg uThungulu House Development TrustuThungulu Financing Partnership

Limpopo None None

Mpumalanga Ehlanzeni DistrictSteve Tshwete Local

---

Northern Cape ZF Mgcawu District ---

North West None None

Western Cape City of Cape Town Metropolitan West Coast District Breede Valley LocalGeorge LocalKnysna LocalLangeberg LocalMossel Bay LocalOverstrand LocalSwartland LocalTheewaterskloof LocalWitzenberg Local

Cape Town International Convention Centre

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Blue Drop (Drinking Water)

Green Drop Status (Waste Water)

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The Department of Water Affairs implemented the Blue and Green Drop Certification Programme in September 2008 to introduce incentive-based regulation of drinking and waste water. Blue and Green Drop Certification is an excellence award for sustainable drinking- and waste-water quality management to encourage municipalities to improve their water quality and sanitation services to allow for safe drinking water and adequate sanitation services.

Source: https://www.dwa.gov.za/dir_ws/DWQR/default.asp

2011 National Top 10 Blue Drop Municipalities (2012 Report)

Top 10 Municipalities Province Percentages

Ekurhuleni Metropolitan Municipality Gauteng 98.95%

City of Johannesburg Metropolitan Municipality Gauteng 98.92%

Mogale City Local Municipality Gauteng 98.79%

eThekwini Metropolitan Municipality KwaZulu-Natal 98.77%

Tlokwe Local Municipality North West 98.45%

City of Cape Town Metropolitan Municipality Western Cape 98.14%

Eden District Municipality Western Cape 98.12%

George Local Municipality Western Cape 98.12%

Bitou Local Municipality Western Cape 97.74%

Witzenberg Local Municipality Western Cape 97.63%

Source: https://www.dwa.gov.za/dir_ws/GDS/Default.aspx

2011 National Top 10 Green Drop Municipalities (2012 Report)

Top 10 Municipalities Works Name Province Percentages

eThekwini Metropolitan Municipality Phoenix KwaZulu-Natal 99.4%

iLembe District Municipality Shakaskraal KwaZulu-Natal 98.5%

iLembe District Municipality Frasers KwaZulu-Natal 97.6%

Tlokwe City Council Tlokwe North West 97.0%

Tlokwe City Council Tlokwe North West 97.0%

City of Cape Town Metropolitan Municipality

Macassar (Strand) Western Cape 96.8%

Bitou Plettenberg Bay – Gansevallei Western Cape 96.5%

City of Cape Town Metropolitan Municipality

Wildevoelvlei Western Cape 96.3%

Bitou Kurland Western Cape 96.1%

eThekwini Municipality Metropolitan Central KwaZulu-Natal 96.0%

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Bontle ke Botho Clean and Green Awards

Greenest Municipality Competition (GMC)

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South Africa hosted the World Summit on Sustainable Development (WSSD) in Johannesburg from 26 August to 3 September 2002. Deliberations at the WSSD resulted in an action-oriented implementation plan called the Johannesburg Plan of Implementation (JPOI). Immediately after the WSSD, the Gauteng Provincial Government (GPG) adopted the Clean and Green campaign as a strategy to implement the JPOI. Now called the Bontle ke Botho Clean and Green Campaign, it has adopted “sustainable living and poverty alleviation” as its overarching theme, supported by a number of cluster themes.

Source: http://www.gdard.gpg.gov.za/BKB/Pages/About-BKB.aspx

Year Municipality Award Description

2014 Ekuhuruleni Metro Municipality Cleanest Municipality in Gauteng

2013 City of Tshwane Cleanest Municipality in Gauteng

2012 Sedibeng District Municipality Cleanest Municipality in Gauteng

2011 Sedibeng District Municipality Cleanest Municipality in Gauteng

2010 Emfuleni Municipality Cleanest Municipality in Gauteng

2009 City of Johannesburg Metro Municipality Greenest Municipality

2005 City of Johannesburg Metro Municipality Cleanest Metropole in Gauteng

2003 Pikitup (entity of City of Johannesburg Metro Municipality) Cleanest Metropole in Gauteng

The Cleanest Town Competition (CTC) was initiated in 2001 with a primary focus on implementing the National Waste Management Strategy with the key elements of reducing, recycling and reusing waste materials. The Greenest Municipality Competition is open to all municipalities and consists of six core elements, namely: Waste Management; Energy Efficiency and Conservation; Water Management; Landscaping, Tree Planting and Beautification; Public Participation and Community Empowerment; and Leadership and Institutional Arrangements.

Source: https://www.environment.gov.za/projectsprogrammes/gmc

Year Category Municipality Province

2014 Metropolitan Municipality Overall Winner City of Johannesburg Metropolitan Municipality Gauteng

First Runner-up Nelson Mandela BayMetropolitan Municipality

Eastern Cape

Second Runner-up Buffalo City Metropolitan Municipality Eastern Cape

Local Municipalities Overall Winner Mogalakwena Local Municipality Limpopo

First Runner-up Umhlathuze Local Municipality KwaZulu-Natal

Second Runner-up Nkomazi Local Municipality KwaZulu-Natal

2013 Metropolitan Municipality Overall Winner Ekurhuleni Metropolitan Municipality Gauteng

First Runner-up eThekwini Metropolitan Municipality KwaZulu-Natal

Second Runner-up City of Cape Town Western Cape

Local Municipalities Overall Winner Greater Tzaneen Local Municipality Limpopo

First Runner-up Newcastle Local Municipality KwaZulu-Natal

Second Runner-up Drakenstein Local Municipality Western Cape

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Centre for Public Service and innovation (CPSi)6The Centre for Public Service Innovation (CPSI) was established in 2001 by the Minister for Public Service and Administration with a mandate to inculcate a culture of innovation in the public sector. CPSI is a key driver of innovation that seeks to unearth, promote and showcase innovative solutions to improve service delivery. The awards programme celebrates successes of individuals and teams and serves as a source for the replication of identified service-delivery innovations.

Year Municipality / Entity Project Project Description

2013 City of Johannesburg Metropolitan Municipality

Landfill Gas to Energy project from the City of Johannesburg

1st Runner-up in the Innovative Partnership in Service Delivery category

The Joburg Landfill Gas to Energy project uses innovative technologies which enable the City to develop green projects from what is generally considered waste. The project allows for the management of landfill gases, the development of a Clean Development Mechanism (CDM) to comply with the Kyoto Protocol requirements, and additional revenue streams for the City, as well as meeting the City’s long-term strategic goal of shifting to a low-carbon economy.

City of Johannesburg Metropolitan Municipality

Rats Cages project

3rd Runner-up in the Innovative Partnership in Service Delivery category

The innovation in the Rats Cages project involves the use of cages to trap and hold rats prior to transporting them to the gas station where they will be eliminated. The innovative designs used in Alexandra Township are different from other rat or bird cages.

City of Johannesburg Metropolitan Municipality

Rea Vaya BRT project

1st Runner-up in the Innovative Service Delivery Institutions category

The Rea Vaya BRT project is a pioneering, large-scale, municipal-run, mass-transit system. The implementation of a brand new public transportation system helps create employment in the city, bringing impacted taxi drivers to formal employment and connecting outlying suburbs with the city’s main economic growth centres. The new system is waste-efficient and assist in reducing air pollution.

2012 Mhlathuze Local Municipality

Upgrade of the Nsezi Treatment Plant project

2nd Runner-up in the Innovative Service Delivery Institutions category

This initiative developed a mechanical and electrical installation specification for procurement of Mhlathuze water, and improves the clarity of municipal water. Collaborative effort and meticulous planning of the design and construction of the Raw Water Pump station within a restricted space and time-frame makes the project a significant success story. The new clari-flocculator was modified quickly and economically using four submersible pumps and other technical innovations that greatly improved the efficiency of the clarifier, which assists in water treatment.

City of Johannesburg Metropolitan Municipality

Men’s Clinic

3rd Runner-up in the Innovative Service Delivery Institutions category

Sexually transmitted infections (STIs) are managed according to national and local guidelines. The establishment of a facility in which STI surveillance can be monitored through laboratory testing at the STI Research Centre has increased the number of people tested.

2011 Chris Hani District Municipality (CHDM)

Rural Sustainable Villages project

Winner – Innovative Partnerships Category and Overall Winner – Innovator of the Year

This innovation involved the establishment, equipping and support of organic food gardens at selected CHDM schools. The project encourages self-sufficiency and is linked to the school curriculum and local job creation, with the result being that the Rural Sustainable Villages have been replicated under the CPSI over the past few years.

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Centre for Public Service and innovation (CPSi)Year Municipality / Entity Project Project Description

2011 City of Johannesburg Metropolitan Municipality

Fresh Produce Online Shopping System

1st Runner-up in the Innovative Use of ICTs for Effective Service Delivery category

This was the first system of its kind in the country to offer buyers on the other side of the world an opportunity to place an order for fresh produce online. Customers can view prices with grading and sizes, and choose their preferred shipping methods virtually. Buyers therefore save on costs by not having to visit the market.

Ehlanzeni District Municipality

Organisational Performance Management System

2nd Runner-up in the Innovative Enhancements of Internal Systems of Government category

Using key documents generated through the Performance Management system, this innovation improved performance and service delivery, and created effective teamwork and group cohesion, by employing a holistic approach in the planning of strategy and performance indicators and the improvement in risk management.

City of Johannesburg Metropolitan Municipality

Translation Services for Migrants

3rd Runner-up in the Innovative Service Delivery Institutions category

The innovation involved the provision of translation services to migrant communities in selected health-care facilities in the City of Johannesburg. By 2011, the programme had assisted 3 480 beneficiaries and assisted migrant nurses with employment opportunities through translation services. They are trained in basic HIV and AIDS and counselling, and also briefed on service-delivery issues and the Code of Conduct of the City of Johannesburg.

Drakenstein Municipality

ISO 9001:2008 for Local Government from Drakenstein Municipality

3rd Runner-up in the Innovative Enhancements of Internal Systems of Government category

The Drakenstein Municipality’s Tourism Unit was used as a pilot site to implement the ISO 9001:2008 Standard for Local Government. Given the nature of the area (predominantly agricultural with a major focus on the wine industry) it made logical sense that the TQM project be implemented in this unit. The ISO certificate of compliance by the SABS confirms that the municipality is serious about service delivery and ensures that processes and procedures are continuously improved to the benefit of the customer.

impumelelo Social innovations Awards7The Impumelelo Social Innovations Centre was established in 1999. It presents awards for social innovation and best practice in the public and private sectors. Impumelelo runs a number of programmes, including case-study research, the documentation and publication of best practices, and a media and advocacy programme.

Year Municipality/ Entity Project Project Description

2013 Drakenstein Local Municipality

Water Demand Management

Gold Award Winner

Prior to 2000, the Drakenstein Municipality had water losses in excess of 33% per year and a steady growth in consumer demand for water. The water-services department started a Water Demand Management Programme. Existing infrastructure was upgraded and pressure-reducing valves installed on the water network. The savings in water consumption over the past 12 years are estimated at R700 million.

2013 Drakenstein Local Municipality

8Ml / Day Meulwater Treatment Works

Gold Award Winner

Paarl, the largest town in the Drakenstein Municipal area, purchases 95% of its water supplies from the City of Cape Town at considerable cost. The Drakenstein Municipality built the Meulwater Treatment Water Works, which can treat 8 million litres a day, and allows the municipality to make full use of the Berg River water, and reduce water-treatment costs considerably. The Meulwater Treatment Water Works is capable of providing up to 25% of the town’s annual water requirements.

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impumelelo Social innovations AwardsYear M u n i c i p a l i t y /

EntityProject Project Description

2012 eThekwini Metropolitan Municipality

Communal Ablution Blocks for Informal Settlements

Gold Award Winner

In Durban, eThekwini Water and Sanitation (EWS) is the authority responsible for providing water and sanitation to the 3.5 million residents of the city. One of the main challenges faced by EWS is the provision of services to dense informal settlements, which have formed due to the rapid and increasing migration of people to the city seeking job opportunities. The community ablution blocks (CABs) are shared water and sanitation facilities comprising female and male blocks containing toilets, showers, basins for washing hands and laundry facilities. Each CAB serves 1 000 households, and an estimated 200 000 residents of informal settlements in Durban now use them. The critical component for the success of this project is the appointment of a paid caretaker for each CAB, who is responsible for keeping the premises clean and stocked with toilet paper, and ensuring that the EWS repair team is informed of any maintenance faults.

eThekwini Metropolitan Municipality

Sustainable Pit Latrine and Market Garden Programme via Latrine Dehydration and Pasteurisation (LaDePa) Technology

Gold Award Winner

SA faces significant challenges in the provision of sanitation services to the urban poor. Emptying and disposal of pit latrine sludge is a major health and environmental problem. The LaDePa machine produces a nutrient-rich soil conditioner from the sludge. The simplicity of operation of the machine allows for the integration of the sludge-treatment process with community needs, which in turn provides further jobs and up-scaling opportunities to the under-skilled.

2010 eThekwini Metropolitan Municipality

Greening the Moses Mabhida Stadium

Gold Award Winner

Creating an entirely carbon-neutral stadium was a goal that eThekwini Municipality set for itself for the 2010 World Cup. The process involved specific plans for sustainable waste management, water-resource management, energy management, transportation-systems management, and sustainable landscape management. The demolition of the old stadium was also taken into account; and the entire process has been calculated to be carbon neutral.

eThekwini Metropolitan Municipality

Orange Bag Domestic Recycling Project

Gold Award Winner

The Cleansing and Solid Waste Unit of the eThekwini Municipality initiated a new recycling project in August 2007. The Municipality established a partnership with Mondi Paper (who would buy all the recycled waste), and began providing orange refuse bags to households in which to place plastics and paper for recycling. A number of SMMEs and entrepreneurs were selected to collect the bags and deliver them to Mondi Paper.

City of Cape Town Metropolitan Municipality

Green Goal Action Plan, Western Cape

Silver Award Winner

The City of Cape Town proudly committed to building partnerships and coordinating the networks of action necessary to ensure that Team Cape Town and the Western Cape Scored green in 2010. Branded as ‘Green Goal 2010’, host City of Cape Town’s 2010 greening programme contributed to raising awareness, minimising waste, diversifying and using energy efficiently, consuming water sparingly, compensating for the event’s carbon footprint, practising responsible tourism, and constructing infrastructure with future generations in mind.

City of Cape Town Metropolitan Municipality

Violence Prevention through Urban Upgrading

Silver Award Winner

The City of Cape Town partnered with the German Development Bank to develop the Khayelitsha area to reduce crime and improve the safety of residents in the area. The project employs a holistic approach to making the area safer, focusing on crime reduction, social development, and capacity-building.

2008 Emalahleni Local Municipality

Emalahleni Water Reclamation Project

Silver Award Winner

The demand for water in Emalahleni Local Municipality exceeds the supply from the Witbank Dam. In partnership with Anglo Operations Limited the municipality began a water reclamation project in 2005. Polluted water from South Witbank Colliery is extracted, purified and pumped into the municipal reservoirs. Dirty mine water, which used to be emptied into the streams and rivers, is now recycled for consumption purposes. This is the first initiative of its kind in South Africa.

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impumelelo Social innovations AwardsYear Municipality/ Entity Project Project Description

Nelson Mandela Metropolitan Municipality

Emmanuel Haven Hydroponics Project

Merit Certificate

Motherwell is an informal settlement with at least 27% of its people infected with HIV and 75% unemployed. The Emmanuel Haven Hydroponics Project was established to address the multi-dimensional causes and effects of HIV. A comprehensive public-private-community partnership, its four clusters cover HIV/Aids, Horticulture, Information and Communication Education, and SMME Support.

eThekwini Metropolitan Municipality

Durban Landfill Gas to Electricity Project

Platinum Award Winner

Landfills generate a large amount of methane and carbon dioxide gas. Engines that convert gas to electricity were built at two landfill sites. The electricity is used by the eThekwini Municipality. The projects are two of the first gas-to-electricity projects in Africa.

2006 eThekwini Metropolitan Municipality

Mariannhill Landfill Conservancy

Platinum Award Winner

The Mariannhill Landfill Conservancy has instituted a number of policies not only to prevent environmental contamination, but actually to restore and conserve the spoiled environment.

2005 Thulamela Local Municipality

Electrification of Ha-Muraga Village

Silver Award Winner

The aim of this project was to provide electricity to 220 households in Ha-Muraga village. The project started in August 2004. It was initiated by the Thulamela Municipality and electrification was carried out by Eskom distribution. In accordance with the Integrated Development Plan, the community raised a sizeable portion of the funds required.

eThekwini Metropolitan Municipality

Customer Services Intervention Regarding Water Use Management

Silver Award Winner

This project addressed 20 wards worst affected by outstanding water payments in eThekwini. Community Service Agents explained debt problems to consumers and provided solutions to managing water consumption.

2003 eThekwini Metropolitan Municipality

eThekwini Water & Sanitation Programme, KwaZulu-Natal

Gold Award Winner

The aim of this project/programme is to provide an acceptable basic level of water and sanitation to all households in the eThekwini municipality’s rural and peri-urban communities by 2010 through the supply of urine diversion toilets and 200-litre yard tanks.

Nelson Mandela Metropolitan Municipality

Nelson Mandela Metropolitan Municipality Safety and Security

Silver Award Winner

The Community-Based Crime Prevention programme was established in response to high levels of crime caused by poverty and unemployment. It is a partnership with the non-governmental organisation (NGO) U Managing Conflict, the South African Police Service; the Provincial Departments of Welfare, Justice, and Correctional Services; and the Community Policing Forum. It is the first project of its kind in South Africa to recruit volunteers for sustainable crime prevention.

2002 eThekwini Metropolitan Municipality

Cato Manor Development Association

Platinum Award Winner

The Cato Manor Development Association (CMDA) has been the lead agency in redeveloping the Cato Manor area of Durban. Prior to the CMDA intervention, unemployment in the area was 39% and about 80% of all households had no access to basic services such as water, sanitation or electricity. Since the implementation of this project unemployment has decreased and basic services have been provided.

2001 eThekwini Metropolitan Municipality

Official Informal Settlement Programme

Platinum Award Winner

The programme is a management and decision-making tool which allows a rational approach to upgrading and relocating settlements.

City of Johannesburg Metropolitan Municipality

Midrand EcoCity Project, Gauteng

Silver Award Winner

The project focuses on the Ivory Park informal settlement in Midrand and targets women, youth and the unemployed of the area. The programme addresses poverty alleviation through local economic development that improves the quality of the environment.

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impumelelo Social innovations AwardsYear Municipality/ Entity Project Project Description

2000 eThekwini Metropolitan Municipality

Durban Sewage Disposal Education Programme

Gold Award Winner

The Sewage Disposal Education Programme of Durban Metro Water Services creates a better understanding of the workings of the sewerage system among communities, especially first-time users of these services, and arose out of the need to stop the high levels of sewage pollution incurred through the abuse and misuse of sewerage systems in the broader Durban metropolitan area.

Stellenbosch Local Municipality

Klapmuts Consolidated Municipal Infrastructure

Merit Certificate

Klapmuts is a small village in the Stellenbosch Municipality in the Western Cape, which had been severely disadvantaged during the apartheid years. In 1995, a community-development forum was formed to work with the Stellenbosch Municipality. A programme was developed for the physical upgrading of infrastructure, housing, and community facilities, based on a planning framework and strategy jointly developed by the local residents and Council representatives.

1999 eThekwini Metropolitan Municipality

Durban Solid Waste: Waste Collection Programme

Durban Solid Waste (DSW), the municipal cleansing arm of the Durban Metro Council, devised an innovative strategy which combined waste management with investing the economic benefits of the service in the communities themselves.

Greater Hermanus Municipality

Greater Hermanus Water Conservation Programme

This collaborative effort between the Greater Hermanus Municipality and the Department of Water Affairs and Forestry offered a package of incentives to promote equity, efficiency, and sustainability in the supply and use of water in Hermanus.

Kamoso excellence Awards 8The Kamoso Awards Programme was launched in 2007 by the Department of Public Works as a vehicle to recognise municipalities, provinces, departments and public bodies that excelled in implementing the Expanded Public Works Programme (EPWP). The objectives of the awards programme are to: • Mobilise government stakeholders and partners to increase their efforts with the EPWP implementation and strive towards

greater heights;• Communicate and showcase the progress, impact, and successes of EPWP as a key government programme;• Create a platform to enhance the visibility of the EPWP and reinforce its objectives to a broader audience; and • Establish the Kamoso Awards as an important event on the calendar, as recognisable as other national award programmes.

Source: http://www.epwp.gov.za/documents/Kamoso%20Awards/Kamoso%20awards.pdf

Year Name of Municipality Award Description

2011 City of Cape Town Best Municipal and District ProjectBest Innovative Project

2008 City of Johannesburg Best Project Municipal Award Best Project Maintenance

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City of Cape Town Energy Efficiency Awards

Halala Joburg Awards

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10

The City of Cape Town gives the Energy Efficiency Award to companies and buildings that have made energy-efficiency changes. These changes include lighting retrofits, and mechanical and other efficiency upgrades. Such changes will lower power outages and decrease the city’s carbon footprint. They will also encourage behavioural change among tenants and staff.

The City of Cape Town gives this award to businesses that have shown leadership in energy efficiency, and implemented significant energy-efficiency interventions.

Source: https://www.capetown.gov.za/en/EnergyForum/Pages/EnergyEfficiencyForumAwards.aspx

Year Category Winner

2014 Small building retrofit Washtub Industrial Laundry Services

Large building retrofit The Peninsula All Suite Hotel

New building V&A Waterfront – No1 Silo Building

2013 Single buildings Cavendish Square

Head offices and franchise Woolworths

New buildings Hotel Verde

2012 Large building retrofit V&A Waterfront Holdings (Pty) Ltd

Large building retrofit Vunani Property Investment Ltd

Established in 2008, the Halala Joburg Awards recognise those who have made extraordinary efforts to ensure the development and regeneration of Joburg’s Inner City. The aims of the awards are to: • Encourage extraordinary effort and foster originality; • Recognise exceptional effort that breaks new ground in urban regeneration, thereby advancing sustainable economic

growth, community well-being and great quality of life for Johannesburg residents; • Recognise pioneering programmes and innovative projects initiated by audacious thinkers, whose passion has generated

new horizons in decaying areas;• Encourage participation, equality and inclusivity; and• Acknowledge commitment and dedication to fostering partnerships, initiating joint programmes and being a catalyst for

sustainable development that promotes social harmony.

Source: http://www.jda.org.za

Halala Joburg Awards Previous Winners

Year Category Project Name Project Owner

2012 Living (Corporate) 120 End Street Affordable Housing Company (AFHCO)

Working & Buying The Main Change Propertuity

Relaxing & Playing Hotel Lamunu Southpoint

Caring Urban Arts Platform Urban Arts Platform

Conserving/Colosseum Shandukani Wits Reproductive Health and HIV Institute (WRHI)

Sustaining Joburg Waste Management Programme Johannesburg Housing Company

Believing Renney & Wayne Plit AFHCO

2011 Living (Corporate) Southpoint Student Accommodation Southpoint

Working & Buying Fox Street Mall (Phase 1) Olitzki Property Holdings

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Halala Joburg AwardsHalala Joburg Awards Previous Winners

Year Category Project Name Project Owner

2011 Relaxing & Playing Sci-Bono Discovery Centre Gauteng Provincial Government (GPG)

Caring School of Practical Philosophy School of Practical Philosophy

Caring Door of Hope Childrens Mission Door of Hope Childrens Mission

Conserving Salisbury House Meissner Architects

Sustaining Joburg ABSA Towers West ABSA

Believing Individual Capacity Gerald Olitzki

2010 Living (Individual) 9 Saratoga Avenue Harmony Galz

Living (Corporate) Cavendish Chambers AFHCO

Working & Buying Zurich Head Office JHB Land Company

Relaxing & Playing Arts on Main Propertuity

Caring Missionaries of Charity Mother Theresa’s Johannesburg

Missionaries of Charity Mother Theresa’s Johannesburg

Conserving NUMSA Conference Centre NUMSA

Believing Individual Capacity Ishmail Mkhabela

2009 Living (Individual) Sara Leon Building Nqobile Khumalo

Living (Corporate) Ashanti & Dogon Buildings Leungo Investments

Living (Corporate) Sambro House AFHCO Holdings

Working & Buying Lunga, Marlborough & Umoya House Olitzki Property Holdings

Relaxing & Playing Smart Gyms Smart Gym (Pty) Ltd

Caring Makhulong a Matala JHB Housing Company

Caring Citykidz Pre and Primary School AFHCO

Caring Friends of the Inner City Forum Friends of the Inner City Forum

Conserving Turbine Hall Square Tiber Group

Sustaining Main Street Mall JHB Land Company

Sustaining eKhaya Neighbourhood eKhaya Neighbourhood

2008 Living (Corporate) Brickfields Housing Project JHB Housing Company

Living (Corporate) Madulamoho Housing Association JHB Housing Company

Living (Corporate) Mapungubwe Hotel Apartments Faircity

Working & Buying Works@Registry City Prop

Relaxing & Playing Gandhi Square Olitzki Property Holdings

Caring Metro Evangelical Services (MES Metro Evangelical Services (MES

Believing Individual Capacity Neil Fraser

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PArt tWO: AFriCA AND iNterNAtiONAL AWArDS

C40 City Climate Leadership Award

environmental Systems research institutes (eSri) Awards

Commonwealth Association for Public Administration and Management (CAPAM) international innovations Awards

1

3

2

The City Climate Leadership Awards Ceremony and Conference are jointly organized by C40 and Siemens. The City Climate Leadership Awards are granted in 10 categories and provide global recognition for cities that are demonstrating climate-action leadership. Five award categories are open exclusively to C40 Cities: Urban Transportation; Solid Waste Management; Finance and Economic Development, Carbon Measurement and Planning; and Sustainable Communities. Five other categories – Green Energy; Adaptation and Resilience; Energy-Efficient Built Environment; Air Quality; and Intelligent City Infrastructure – are open to C40 Cities as well as cities in the Green City Index, a research project by Siemens and the Economist Intelligence Unit.

Source: www.cityclimateleadershipawards.com

Year South African municipalities/municipal entities Project Achievement

2014 City of Johannesburg Metropolitan Municipality Johannesburg Rea Vaya Bus and Transit Finalist

The CAPAM International Innovations Awards celebrate the spirit of innovation in the public service by recognising organisations that have made significant contributions to improving governance and services in the public sector.

Source: http://www.capam.org

Year Municipalities/Municipal entities Project Achievement

2004 PIKITUP, City of Johannesburg Metropolitan Municipality

“100 Spots” Pikitup project to clean up illegal dumping

Silver Medal Winner

The ESRI International User Conference is the world’s largest event dedicated to geographic information system (GIS) technology. It is held in the United States, usually for one week in July at the San Diego Convention Centre in San Diego, California. The ESRI International User Conference dates back to 1981.

Source: www.esri.com/sag/

Year South African municipalities/entities that have won the award

Award Description

2012 Frances Baard district municipality Special Achievement Award in GIS

2011 Overstrand Municipality Special Achievement Award in GIS

2010 Nelson Mandela Bay municipality Integrated Land Information System Project

2009 Ekuhuruleni Municipality Special Achievement Award in GIS

2002 City of Johannesburg Metropolitan Municipality International GIS award for Internet Mapping service

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Guangzhou international Award for Urban innovation4The concept of the Guangzhou International Award for Urban Innovation (abbreviated as Guangzhou Award) is derived from the city’s long-term cooperation with United Cities and Local Governments (UCLG), from its foundation in 2004, and with the World Association of Major Metropolises (Metropolis) since 1993. Co-hosted by UCLG, Metropolis, and the Guangzhou Municipal Government, the Guangzhou Award aims to reward innovations to improve the socio-economic environments in cities and regions, promote sustainability, and hence advance the livelihood of their citizens. Presented biennially, the award encourages and recognises outstanding innovative projects and practices in the public sector.

Source: www.citiesalliance.org/joburg-lilongwe-guangzhou-award

Year South African municipalities/entities that have won the award

Achievement Award Description

2013 Johannesburg, Lilongwe Mentorship programme

Winner Drive to implement financial and job-creation programmes

LivCom Awards5The International Awards for Liveable Communities (LivCom Awards) were launched in 1997 and are the premier awards recognising communities from 50 different countries for their contribution to the local environment. The LivCom Awards are the world’s only competition that focuses on environmental management and the creation of liveable communities. The objective of the LivCom Awards is to encourage best practise, innovation and leadership in providing a vibrant, environmentally sustainable community that improves the quality of life for its citizens.

Source: http://www.livcomawards.com

Year South African municipalities/entities that have won the award

Achievement Project

2013 Socio-Economic City of Johannesburg 3rd Place Gauteng Carnival

2012 Natural: A community of parks 1st Place Johannesburg City Parks

2008 City of Johannesburg Gold Award Winner Diepkloof Xtreme Park

2007 City of Johannesburg Gold Award Winner Greening of Soweto

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PrAGMA Awards

World Design Capital

Stockholm industry Water Award

6

8

7

Each year a number of top South African and international companies and government entities are presented with awards for their exceptional physical-asset management practices at the annual Pragma Client Awards function, which takes place in Johannesburg.

Source: www.pragma.net

Year South African municipalities/entities that have won the award

Category Award Description

2011 Ekurhuleni Metropolitan Municipality 2nd Runner-up Electricity and Energy

2010 City of Cape Town Metropolitan Municipality

1st Runner-up Electrical Services

The Stockholm Industry Water Award honours outstanding and transformative water achievements by companies that contribute to sustainable water management. The award seeks to stimulate and inspire advances towards a water-wise world and lay the ground for increased business sustainability. The achievements can include improved water use in production processes, pioneering transformative products and services, better management of human and financial water risks, and implementation of innovative practice.

Source: http://www.siwi.org/prizes/stockholmindustrywateraward/

Year Municipality / Entity Achievement Award Description

2014 eThekwini Metropolitan Municipality

Winner The Water and Sanitation unit of eThekwini Municipality was established in 1992. It manages the water and sanitation services for the 3.5 million people living in the Durban area, and has worked with some of the world’s major actors and knowledge hubs in water and sanitation as well as development, such as the Bill and Melinda Gates Foundation, the World Bank, the University of KwaZulu-Natal, Borda, Eawag, the Renewable Energy and Energy Efficiency Partnership (REEEP) and DHI. Its methods have been replicated across the country and region, and eThekwini representatives are successfully sharing and disseminating their findings and working methods.

The World Design Capital is a city promotion project that celebrates the merits of design. Held biennially, it seeks to highlight the accomplishments of cities that are truly leveraging design as a tool to improve the social, cultural and economic life of cities, throughout a year-long programme of design-related events. The International Council of Societies of Industrial Design (ICSID) leads the World Design Capital programme in a major step for the global design community.

Source: www.wdccapetown2014.com

Year South African municipalities/entities that have won the award

Category Award Description

2014 City of Cape Town Building Trust International PLAYscapes Design Competition

Garden Skate Park

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UN-Habitat Scroll of Honour Award

United Nations Public Service Awards

9

10

The UN-Habitat Scroll of Honour award was launched by the United Nations Human Settlements Programme in 1989. It is currently the most prestigious human-settlements award in the world. Its aim is to acknowledge initiatives that have made outstanding contributions in various fields such as shelter provision, highlighting the plight of the homeless, providing leadership in post-conflict reconstruction, and developing and improving human settlements and the quality of urban life.

Source: http://unhabitat.org/urban-knowledge/awards

Year South African municipalities/entities that have won the award

Award Description

2010 Johannesburg Social Housing Company (JOSHCO)

Scroll of Honour from UN- Habitat in recognition of Innovative Approach to providing Human Settlement

2009 The Alexandra Renewable Project This renewal project has seen some 7 000 families relocated from the banks of a polluted local river to better settlements. Urban greening was incorporated in the project which led to development of parks and recreation areas. The project also saw the development of new housing, new schools and the refurbishment of many facilities. New clinics improved access to healthcare; while 46 000 hygienic refuse bins have been distributed, drastically improving garbage collection. More than 70% of the residents now have access to water and sanitation and 88% have safe electricity, a major milestone in a place once referred to as “Dark City”.

The United Nations Public Service Awards are the most prestigious international recognition of excellence in public service. They reward the creative achievements and contributions of public-service institutions that lead to a more effective and responsive public administration in countries worldwide. Through an annual competition, the UN Public Service Awards promote the role, professionalism and visibility of public service.

Source: www.unpan.org

Year Municipality / Entity Category Project

2013 eThekwini Metropolitan Municipality

Winner in the Improving the Delivery of Public Services Category

Communal Ablution Blocks for Informal Settlements

2009 City of Cape Town Metropolitan Municipality

Finalist in the Improving the Delivery of Services Category

The Administrative Support for the Tuberculosis Programme in City Health, Cape Town, South Africa has strengthened the capacity of clinics to improve their cure rate by bringing a new layer of staff into the normal day-to-day operations of the clinics. Door-to-door follow-up visits to patients, who have been diagnosed with tuberculosis and are registered at the clinic, are carried out by trained Tuberculosis Assistants who make sure that the patients do not interrupt their treatment.

2007 eThekwini Metropolitan Municipality

Winner in the Improving the Delivery of Services Category

Water & Sanitation Debt Relief Programme

What is now proved,was once only imagined.William Blake

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Coming together is a beginning; keeping together is progress; working together is success.

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(left to right) Ntsakisi Madzibane, Prince Mashita, Sabrina García, Mapule Letshweni

SALGA Knowledge Management and Municipal innovations team

SALGA

SALGA National OfficeMenlyn Corporate Park, Block B, 175 Corobay Avenue, Cnr Garsfontein and Corobay, Waterkloof Glen Ext11, Pretoria

Tel: 012 369 8000 | Fax: 012 369 8001 | Email: info@salga.org.za

www.salga.org.za