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Welcome…SALGA at the Forefront of Building
the Capacity of Municipalities: Towards a Professionalised Local
Government System
17 October 2013IMP-SA Conference
Presented By: Fikile TshabanguDirector: HR Municipal Support
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SALGA National
SALGAProvinces
7 STRATEGIC GOALS1)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.
3 APEX PRIORITIES:
1. Review of legislative & policy framework impacting negatively on LG.
2. Review of LG fiscal & financial management framework.
3. Improved municipal capacity.
I-PMS
O-PMSBudget
Risk
Org Capacity
APP
Differentiated Approach to Managing / Supporting Local Government
…
…
SALGA MANDATES1. Representation 2. Employer Body3. Capacity Building4. Support and Advisory Role 5. Profiling Role 6. LG Knowledge Hub
SALGA 5 YEAR STRATEGIC PLAN
2012‐2017
INTER / NATIONAL CONTEXT1. MDGs & Global Commitments2. National Dev Plan & other national
plans/policies 3. MTSF4. LGTAS5. Electoral Mandate (2011)
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THE ROLE OF LOCAL GOVERNMENT
Chapter 7 - 1996 Constitution of the Republic of South Africa :
providing democratic and accountable government at the locallevel
ensuring the provision of services to local communities in asustainable manner
promoting social and economic development and a safe andhealthy environment
encouraging the active involvement of communities in local structuresof governance; and promoting access to the rights enshrined in theBill of Rights. 3
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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 1997
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THE STATE OF LOCAL GOVERNMENTIN SOUTH AFRICA
CoGTA conducted an assessment of ‘The State of Local Governmentin South Africa’ (2009). The lack of professionalism has manifests itself in avariety 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.
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INITIATIVES/RESPONSES
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7A systemic and holistic approach to Capacity Building. COGTA NCBF:2011
Potential QualificationsExperience Competences (Knowledge, Skills and Attitudes)Professional Values Networks Behaviour
Individual Capacity
Infra-structure
Regulations
FinancialResources
Structure Institutional Capacity
Processes
Organizational Culture
Human Resources
Enabling Environment Political
Economic factors
Legislative
Networks
Socio-economic
Geographic
Demographiccomposition
Systems
EquipmentManagement practices
Capacity of community
Spatial position
INITIATIVES/RESPONSESContinued…
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MUNICIPALITIES
LGSETADBSA
COGTA
PROFESSIONALBODIES
LearningInstitutions
NTPALAMA
SECTORDEPARTMENTS
INTERNATIONAL AGENCIES
SA CITIES NETWORK
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KEY STAKEHOLDERS
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SOME OF THE LESSONS LEARNED
The direct, institutionalised, hands-on approach isfavoured
Government role as strategist, enabler, coordinatorand deliverer
Monitoring & Evaluation
Improved linkage to NQF standards
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• Support the IDPHMR&D Strategy
• Feasibility StudyLeadership Institution
• Multi year salary and wage agreementCollective Bargaining & Employee Relations
• Systems Act Amendment, PAMB, Snr Man. COS & Appointment Regulations, etc.Legislation & Policy
• Developed for ImplementationProfessionalisation Framework
OVERVIEW OF PROGRESS
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THE HRM&D STRATEGY MODEL
The core of the HRM strategy hinges on the underlying appreciation of how the differentelements of HR fit together to create meaning and value for any organisation.
Information Systems & Technology
(HRIMS)HR Assurance and
Wellness
People Management
Competence & Benchmarking
Strategic HR
Planning & Job
Evaluations
Sourcing and Placing
Capacity Building
Performance
Managem
ent
Remuneration and Rew
ard
Exit Managem
ent
Organisational Culture Development and Effectiveness
Talent Management (Critical Positions & High Performers)
Human Resources Administration, Disclosure and Reporting
Employee Relations Management (Incl. LR & Collective Bargaining)
STRATEGY
People Management
Value PropositionVision
Mission
Values
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The Maturity Model
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PROFESSIONALISATION FRAMEWORK
Local Government Service Orientation
Professionalism
Management and Leadership
Professionalism
Technical Professionalism
Administrative Professionalism
PILLARS
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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
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CONCLUSION
COMMUNITIES OF PRACTICE (COP) - [email protected]
or [email protected] no later than 31 October on 2013.
OR CONTACT
FIKILE TSHABANGUCELL: 082 802 2098
EMAIL: [email protected]
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THE ENDTHANK YOU
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