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SALGA’S PRESENTATION TO THE COGTA PORTFOLIO

COMMITTEE13 AUGUST 2013

SALGA’S WORKING RELATIONS WITH THE LGSETA ON CAPACITY BUILDING FOR LOCAL GOVERNMENT

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PRESENTATION OUTLINE

1. SALGA MANDATE

2. SALGA CAPACITY BUILDING STRATEGIC FRAMEWORK

3. SALGA’S INVOLVEMENT WITH THE LGSETA

4. PROGRAMMES UNDERTAKEN THROUGH AND IN PARTNERSHIP WITH THE LGSETA

5. STATE OF RELATIONSHIP WITH LGSETA AND INSTITUTIONAL ARRANGEMENTS

6. OPPORTUNITIES FOR A MEANINGFUL AND IMPACTFUL PARTNERSHIP TO BUILD A CAPABLE LG SYSTEM

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Employer Body

Act as an employer body representing all

municipal members and, by

agreement, associate members.

The Voice of Local GovernmentThe Voice of Local Government

Support and advise our

members on a range of issues

to assist effective

execution of their mandate.

Build the capacity of the municipality as an institution as well as leadership

and technical capacity of both Councillors and

Officials.

Lobby, advocate, protect and

represent the interest of local government at

relevant structures and

platforms.

Transform local government to

enable it to fulfil its

developmental mandate.

SALGA Mandate

Lobby, Advocate & Represent

Support &Advice

Capacity Building

Build the profile and image of

local government within South

Africa as well as outside the

country.

StrategicProfiling

Serve as the custodian of local

government intelligence and

the knowledge hub and centre of local

government intelligence for the

sector.

Knowledge & Information Sharing

The Voice of Local GovernmentThe Voice of Local Government

SALGA MANDATESALGA MANDATE

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Loca

l Gov

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Str

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Man

ifest

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2-20

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MEDIUM-TERM STRATEGIC FRAMEWORK

www.salga.org.za

SALGA National

SALGA Provinces

Represent:•Lobby•Advocate•Policy Formulation•Voice of LG

Knowledge Hub:•LG information to inform Representation lobby, advocacy, support and advice•Research & best practices

7 X Goals:1)Accessible, equitable, sustainable service delivery by LG.2)Safe and healthy environment and communities.3)Planning and economic development at local level.4)Effective, responsive and accountable local governance for communities.5)Human capital development in LG6)Financially and organizationally capacitated municipalities.7)Effective and efficient SALGA administration.

3 X APEX Priorities:1.Review of the legislative and policy framework.2.Review of LG fiscal and financial management framework.3.Improved municipal capacity.

Support and Advice:•Frameworks/ Guidelines•Peer Learning &•Build Capacity & HRM•Alternative Service Delivery•Benchmarking

CouncilorSupport

Governance, IGR and IR

Planning and LED

Financial and Fiscal

Management

Labour Relations and Human Resources

Management

Transversal Issues

Municipal Service Delivery

Employer Body•SALGBC•LGSETA

Strategic Profiling

Capa

city

Bui

ldin

g• P

oliti

cal a

nd a

dmin

istr

ative

• Org

aniz

ation

al

Underlying Philosophy:Differentiated Approach

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SALGA CAPACITY BUILDING FRAMEWORK

To SALGA meaningful capacity starts with recognizing that all three components of

capacity building are addressed in a systematic and coordinated manner (individual, organizational and environmental levels).

•Out of this recognition and underpinned by the LG Professionalization Framework recently developed in partnership with COGTA, an integrated HRM&D Strategy was developed by SALGA for municipalities in order to direct how institutional HR practices & systems can be managed to support the achievement of a municipality's service delivery and developmental objectives.

•This strategic framework is also a sound mechanism for determining the levels of maturity in terms of strategic HR and governance processes in municipalities and in doing so applies a differentiated model that enables :

- the institutionalization of HR norms & standards;

- periodic institutional reengineering& transformation;

- compliance to predetermined objectives and reporting obligations;

- building a pipeline of efficient, accountable and capable leadership hence the decision to establish the SALGA Centre for Leadership & Governance (to co - exist alongside the envisaged LG School).

- the attraction and retention of critical and scarce skills, and

- creation of a data warehousing facility and intelligence based system to enhance capacity & management in LG.

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The HRM&D Strategy Model

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The core of the HR strategy hinges on the underlying appreciation of how the different elements of HR fit together to create meaning and value for any organisation. This is the framework for delivery, as it sets out the key themes and focus areas and develop the requirements for each functional area.

Information Systems & Technology

(HRIMS)HR Assurance and Wellness

People Management

Competence & Benchmarking

Stra

teg

ic H

R

Pla

nn

ing

& Jo

b

Evalu

atio

ns

Sou

rcin

g a

nd

P

lacin

g

Cap

acity

B

uild

ing

Perfo

rman

ce

Man

ag

em

en

t

Rem

un

era

tion

an

d R

ew

ard

Exit

Man

ag

em

en

t

Organisational Culture Development and Effectiveness

Talent Management (Critical Positions & High Performers)

Human Resources Administration, Disclosure and Reporting

Employee Relations Management (Incl. LR & Collective Bargaining)S

TRATEGY

People Management

Value Proposition

Vision

Mission

Values

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INVOLVEMENT WITH LGSETA

• By virtue of its employer body status, and prior to the LGSETA being taken over by an Administrator, SALGA had 5 seats on the LGSETA Board and in this way fulfilled a corporate governance and fiduciary role in the running of the LGSETA, through participation in policy committees and in complying with requirements set down by the DHET such as SETA constitutional review regulations and in creating relationships between municipalities and FETs.

• SALGA also fulfils the responsibility of coordination and support to LGSETA processes such as the following:

– ensuring compliance with the submission of WSPs by municipalities;

– carrying out an evaluation exercise on the submitted WSPs;

– consultation on the sector skills plan;

– determination of annual and strategic plans of the LGSETA; and

– the implementation of critical sector and pivotal programmes such as the as Skills Audit Programmes for Senior Municipal Officials along with COGTA, the Accounting Certificate for Municipal Officials, LLF Training for improved labour relations in municipalities, Higher Education and Training initiatives such as the NCMG through the UJ.

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PROGRAMMES UNDERTAKEN BY SALGA IN PARTNERSHIP

WITH LGSETA

• Councillor Induction Programme (CIP)

– for newly elected Councillors to prepare and orientate them for their roles as Councillors having regard to a myriad of responsibilities they are expected to perform. As part of the delivery objectives of this programme, Councillors education and skills profiles were determined.

• Councillor Portfolio – Based Development Programme (CDP)

– targeted at Councillors who have undergone induction but further development to improve in the performance of their portfolio oversight roles and responsibilities be it in functional portfolios, MPACs, etc.

• Local Democracy & Local Governance Learning Programme(LODLOG)

– targeted at Executive Mayors, Speakers, Chief Whips and Municipal Managers to expose them to cutting edge knowledge exchange and experiential learning.

• LGSETA provides stakeholder funding to SALGA to enhance its efforts to build the capacity of its constituency on skills development matters.

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STATE OF RELATIONSHIPWITH THE LGSETA

• Since disbandment of the Board and the appointment of the LGSETA Administrator, the interaction with the LGSETA has mainly been based on the management and implementation of existing skills and learning programmes;

• The envisaged consultative and on-going engagement between the LGSETA and critical stakeholders such as COGTA and SALGA has been bolstered by the recent establishment of the Working Group of Stakeholders.

• Given the myriad of strategic initiatives in the sector that are underway e.g. the professionalization of LG, the mooted establishment of the LG School, SALGA plans to introduce the Centre for Leadership and Governance, the Public Administration and Management Bill (PAMB) that's been recently gazetted by the DPSA for comment and the regulations contemplated by COGTA.

• A far more effective and strategic relationship between fraternal stakeholders and the LGSETA is required to ensure its relevance, credibility and impact in the sector and not one primarily based on meeting compliance requirements, but one that extends other substantive matters such as the collective determination of the LGSETA turnaround journey amongst other issues.

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OPPORTUNITIES GOING FORWARD

As part of the NDP identified need to build a capable state, including at a LG level, opportunities exist for collaboration with the LGSETA on pivotal programmes of capacity building such as the following:

•establishment of a LG School;

•SALGA Centre for Leadership and Governance;

•Implementation of the Professionalization of LG framework;

Further opportunities exist for joint determination of coherent strategies or policy for skills development planning and implementation such that skills development is prioritized at a leadership level of a municipality, that there is credible data and intelligence about the sector’s skills landscape coupled with effective and institutionalized M&E mechanisms to enable an appreciative knowledge of impact.

The LGSETA needs to be repositioned as an institutional bedrock of the sector’s capacity building efforts across the board, so that it’s performance is a mirror image of the excellence aspirations envisaged in the Constitution of the Republic of South Africa.

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THANK YOU