www.salga.org.za

November 2014

Briefing on how SCLG contributes to capacity building in

Local Government and potential coordination with LGSETA & COGTA

Portfolio Committee on Cooperative Governance and Traditional Affairs

9 June 2015

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GOVERNANCE MATTERS … The AG said those municipalities and

entities that progressed to, or maintained their previous year’s, clean audits had

“adopted or gone back to the basics of clean governance”.

Auditor General, 3 June 2015

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3LEADERSHIP MATTERS …

“Through their (leaders) championing of the implementation of basic disciplines at their

municipalities, the future audit results can only move to the desired space – wholesale clean

administration. Our office will continue to work closely with these leaders by drawing from their

experiences and sharing our knowledge towards improved financial management and performance reporting in local government,”

Auditor General, 3 June 2015

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HOW THE SCLG

CONTRIBUTES TO

CAPACITY BUILDING IN

LOCAL LOCAL

GOVERNMENT 4

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Context

In line with its mandate SALGA’s s role, with the paradigm of a three – pronged set of apex priorities detailed in its 2012-17 Organisational Strategy, is to:

• Represent , promote and protect the interests of local government

• Transform local government to enable it to fulfil its developmental role

• Raise the profile of local government

• Ensure full participation of women in local government

• Perform its role as an employer body

• Develop capacity within municipalities, more particularly leadership development which in the main covers councillors.

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Mandate

Chapter two of the Municipal Systems Act (32 of 2000) specifically calls for organised local government to promote effective co-operative government, by seeking to:

• (a) Develop common approaches for local government as a distinct sphere of government;

• (b) Enhance co-operation. Mutual assistance and sharing of resources among municipalities;

• (c) Find solutions for problems relating to local government generally: and

• (d) Facilitate compliance with the principles of co-operative government and intergovernmental relations.

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Positioning Statement

In appreciating the challenges facing the local government sector and with the intention of enhancing cooperation and sharing between municipalities and finding solutions to problems facing the local government sector ….

The SALGA Centre for Leadership and Governance (SCLG) will drive a

development agenda through active reflection and thought leadership

programmes. Targeting elected local government leaders and senior

managers in South Africa and the SADC Region; SCLG programmes will

focus on enhancing leadership and governance capabilities to drive

professionalism and excellence in a dynamic and complex municipal

environment.

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Target audience -

• Elected local government officials with a focus on executive role players .

• Section 57 managers and direct reports.

• It is anticipated that programmes to support this this market will lead to the objective of developing emerging leaders.

“Leader of Leaders”

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Synergies with other government learning initiatives

• After consulting extensively with government partners, tertiary institutions and the private sector – we were determined to build a model that enhanced the efforts of others in the sector while creating points of engagement with our membership on the key topic areas of leadership and governance. We took our lead in large part from the work of our international peer associations in building centre’s of excellence that focus on the unique demands of leaders at a local level.

• We believe strongly that the SCLG has strong resonance with the Back to Basics approach by the Department of Co operative Governance and Traditional Affairs which calls for putting people first, delivering basic services, good governance, sound financial management and building capable Local Government institutions.

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A methodology and approach that differentiates us

• The SALGA Centre for Leadership and Governance (SCLG) will drive a development agenda through active reflection and thought leadership programmes.

• The SCLG has, as its primary mode of engagement experiential learning and sharing engagements.

• The SCLG is concerned with the transformation of local government as a workplace, with aim of developing learning organisations characterised by systematic problem solving, experimentation with new approaches, learning from own and past experiences, learning from the experiences and best practices of others and an organisation that transfers knowledge quickly and efficiently.

• Given the focus on largely learning and sharing programmes that fall outside of the National Qualifications Framework, the SCLG is well placed to become a feeder for further education interventions.

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Leading practice benchmarks

• Framing leadership development as a large-scale local government change and transformation.

• Institutionalising an integrated strategic leadership talent management process.

• Formulating a future-fit leadership stance, appropriate to local government needs

• Crafting a context relevant, comprehensive, systemic leadership competency model for local government

• Adopting an action learning and reflection philosophy to enhance learning and development transfer.

• Building a high impact, leadership development delivery architecture.

• Using a set of blended learning and development interventions.

• Constructing an efficient and effective learning and development organisational design delivery.

• Conducting an on-going assessment of benefits realisation.

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PROGRAMME OUTLINE

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IMPLEMENTATION PARTNERS

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FUNDING MODEL

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LGSETA Applications • SCLG Programmes are either cost recovery or funded. The LGSETA is central to our

funding efforts. We are keen to ensure the optimal functioning of the LGSETA with regard to their mandate to foster skills development in local government.

• On the 27th of February 2015, SALGA submitted funding proposals to the LGSETA through the newly established online portal. There has been some communication regarding these applications since then, but no commitment on funding at this stage.

• In summary we requested funding for:

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PRODUCTS

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• CAPACITY BUILDING PROGRAMMES PROVIDED BY SALGA

• CORPORATE FOCUSED CAPACITY BUILDING PROGRAMMES

• CORE SERVICE DELIVERY FOCUSED CAPACITY BUILDING PROGRAMMES

• CAPACITY BUILDING PROGRAMMES PROVIDED BY MUNICIPAL LEARNING CENTRES AND/ OR ACADEMIES

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CO-ORDINATION WITH THE

LGSETA AND THE

DEPARTMENT OF

COOPERATIVE

GOVERNANCE AND

TRADITIONAL AFFAIRS 19

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Principles of Engagement

• Bring innovation to the space of local leadership and governance with high level though leadership programmes and interventions.

• Ensure collaboration with other spheres of government in serving the needs of the SALGA target audience.

• Build a sustainable business model and build on existing efforts to build capacity in the leadership and governance.

• As far as possible build the capacity for SALGA to own and implement SALGA content.

• Find secure and endorse content that can be best supplied by other government initiatives, institutions of higher learning or by private learning organisations.

• Build learning partnerships across the SADC region.

• Ensure that sound knowledge management principles underpin the Centre’s programme work.

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Coordination with our partners

Use Existing Mechanisms to Collaborate LGSETA Steering Committee and the COGTA / SALGA JEXCO are current communications platform.

LGSETA mechanisms also include funding provisions and monitoring thereof.

The National Municipal Capacity Coordination and Monitoring Committee (NMCCMC) convened by COGTA

Human Resource Development Council Technical Working Group.

We are in the process of establishing a SCLG governance and peer review structure which will include the LGSETA, COGTA and the NSG

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Coordination with our partners

Share Content Material Currently there is a working group lead by COGTA where we have tabled the Councillor Induction Programme Manual. It is proposed that these kinds of forums are formalised to ensure on-going sharing of material.

As part of our funding relationship with the LGSETA, there will be programme level quality assurance of the SCLG content material and where necessary accreditation thereof. We intend to extend this scope to include joint research initiatives on emerging issues in leadership and governance

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Coordination with our partners

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Share communication platforms The SCLG seeks to use the network base of its partners to share information about its programmes. The SCLG is currently developing a range of online tools for communication, once completed we will approach our partners to develop joint communication and knowledge sharing plans.

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Coordination with our partners

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MOU’s and SLA’s Formally the elements of collaboration, content sharing and communication networks will be captured / updated in formal agreements between the partners. This will be monitored through the existing mechanisms for collaboration.