SALGA at the Forefront of Building the Capacity of Municipalities: Towards a Professionalised Local Government System

Transcription

1 Welcome SALGA at the Forefront of Building the Capacity of Municipalities: Towards a Professionalised Local Government System 17 October 2013 IMP-SA Conference Presented By: Fikile Tshabangu Director: HR Municipal Support 1

2 7 STRATEGIC GOALS 1) Accessible, equitable, sustainable services 2) Safe and healthy environment and communities 3) Coherent local planning & economic development 4) Effective, responsive and accountable local governance for communities 5) Human capital development in LG 6) Financially and organizationally capacitated municipalities 7) Effective and efficient SALGA administration. SALGA MANDATES 1. Representation 2. Employer Body 3. Capacity Building 4. Support and Advisory Role 5. Profiling Role 6. LG Knowledge Hub Risk SALGA National SALGA Provinces O-PMS INTER / NATIONAL CONTEXT 1. MDGs & Global Commitments 2. National Dev Plan & other national plans/policies 3. MTSF 4. LGTAS 5. Electoral Mandate (2011) APP I-PMS Budget Org Capacity SALGA 5 YEAR STRATEGIC PLAN APEX PRIORITIES: 1. Review of legislative & policy framework impacting negatively on LG. 2. Review of LG fiscal & financial management framework. 3. Improved municipal capacity. Differentiated Approach to Managing / Supporting Local Government

3 THE ROLE OF LOCAL GOVERNMENT Chapter Constitution of the Republic of South Africa : providing democratic and accountable government at the local level ensuring the provision of services to local communities in a sustainable manner promoting social and economic development and a safe and healthy environment encouraging the active involvement of communities in local structures of governance; and promoting access to the rights enshrined in the Bill of Rights. 3

4 LEGISLATIVE CONTEXT FOR LG SKILLS DEVELOPMENT / CAPACITY BUILDING Additional key pieces of legislation: The Constitution of South Africa (Section 195) Basic Conditions of Employment Act, no. 75 of 1997 Labour Relations Act, no. 66 of 1995 Employment Equity Act, no. 55 of 1998 Occupational Health and Safety Act, no. 85 of 1993 National Qualifications Framework Act, no. 67 of 2008 Skills Development Act (no. 97 of 1998) an amendment to the Act is currently being proposed Skills Development Levies Act (no. 9 of 1999) Higher Education Act, no. 101 of

5 THE STATE OF LOCAL GOVERNMENT IN SOUTH AFRICA CoGTA conducted an assessment of The State of Local Government in South Africa (2009). The lack of professionalism has manifests itself in a variety of forms and these include: High incidence of irregular or inappropriate appointments; Low human resource and financial capacity; Poor skills development programmes; High turnover and vacancy rates; Lack of effective performance management; Ineffective leadership and institutional management; Weak intergovernmental support and oversight. Lack of a comprehensive information repository. Lack of a coherent policy framework for skills development. 5

6 INITIATIVES/RESPONSES 6

7 INITIATIVES/RESPONSES Continued Enabling Environment Political Spatial position Socioeconomic Systems Organizational Culture Structure Institutional Capacity Individual Capacity Economic factors Legislative Management practices Potential Qualifications Experience Competences (Knowledge, Skills and Attitudes) Professional Values Networks Behaviour Processes Equipment Regulations Geographic Financial Resources Human Resources Networks Demographic composition Infrastructure A systemic and holistic approach to Capacity Building. COGTA NCBF:2011 Capacity of community 7

8 KEY STAKEHOLDERS SA CITIES NETWORK LGSETA DBSA INTERNATIONAL AGENCIES MUNICIPALITIES PROFESSIONAL BODIES SECTOR DEPARTMENTS COGTA PALAMA NT Learning Institutions 8

9 SOME OF THE LESSONS LEARNED The direct, institutionalised, hands-on approach is favoured Government role as strategist, enabler, coordinator and deliverer Monitoring & Evaluation Improved linkage to NQF standards 9

10 OVERVIEW OF PROGRESS HMR&D Strategy Leadership Institution Collective Bargaining & Employee Relations Legislation & Policy Professionalisation Framework Support the IDP Feasibility Study Multi year salary and wage agreement Systems Act Amendment, PAMB, Snr Man. COS & Appointment Regulations, etc. Developed for Implementation 10

11 THE HRM&D STRATEGY MODEL Organisational Culture Development and Effectiveness Employee Relations Management (Incl. LR & Collective Bargaining) S T R A T E G Y Vision Mission Values Strategic HR Planning & Job Evaluations Sourcing and Placing Capacity Building Performance Management Remuneration and Reward Talent Management (Critical Positions & High Performers) Exit Management People Management Value Proposition Human Resources Administration, Disclosure and Reporting HR Assurance and Wellness Information Systems & Technology (HRIMS) People Management Competence & Benchmarking The core of the HRM strategy hinges on the underlying appreciation of how the different elements of HR fit together to create meaning and value for any organisation.

12 The Maturity Model 12

13 PROFESSIONALISATION FRAMEWORK Local Government Service Orientation Professionalism Management and Leadership Professionalism PILLARS Technical Professionalism Administrative Professionalism

14 Core aspects that are required to build professionalism What is needed to address Individual Capacity? What is needed to address Institutional Capacity? What is needed to address Environmental Capacity? What is already being addressed 14

15 CONCLUSION COMMUNITIES OF PRACTICE (COP) - INVITED cop@salga.org.za or communityofpratice@salga.org.za by no later than 31 October on OR CONTACT FIKILE TSHABANGU CELL: ftshabangu@salga.org.za 15

16 THE END THANK YOU 16