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Joggie Scholtz is the Municipal Manager of Swartland Municipality.
Citation preview
RED TAPE REDUCTION CONFERENCE
29 September 2014
A Study of Effective Strategies to Reduce Municipal Red
Tape: The Case of Swartland Municipality
Produced for the Western Cape Provincial Government by Impact
Economix in association with Swartland Municipality and the Provincial
Department of Economic Development and Tourism (Red Tape Reduction
Unit)
18 February 2013
The case study is where SM approve building plans within 14 days.
Contents
1. Introduction
2. Factors contributing to Swartland’s success
2.1 IDP
2.2 PMS
2.3 No Performance bonuses
2.4 Client Services Charter
2.5 Public Consultation
2.6 Organisational culture and Political stability
3. Case Study: Approval of Building plans
3.1 Process of ensuring Building plans are approved within 30 days
3.2 Pioneer/Sasko case study
I am referring to these issues, because they form the foundation of our success
Not 30 days anymore: = 14 days
1. Introduction
Where are we?
WESTERN CAPE
WEST
COAST
DISTRICT
RIEBEEK
KASTEEL
POPULATION – 2011
CENSUS
113762 MOORREESBU
RG
MALMESBURY
YZERFONTEIN
DARLING
KORINGBERG
RIEBEEK WES
KALBASKRAAL
CHATSWORTH
ABBOTSDALE RIVERLANDS
11 Towns
AREA SIZE
3700 Km²
RED TAPE, can be defined as:
• “Rules, regulations, and / or bureaucratic
procedures and processes which are
excessively complex and which impose
unnecessary delay(s), inaction and/or costs
which exceed their benefits, and/or is no
longer effective in achieving the purpose for
which they were originally created”
(Wolpe, 2012)
2. Factors contributing to
Swartland’s success
SWARTLAND MUNICIPALITY
CLIENT SATISFACTION SURVEY:
JANUARY 2012
2.1 Integrated Development Plan
Rating scale
Respondents were asked to evaluate the different service
aspects on a five point scale:
• Excellent 5
• Good 4
• Average 3
• Poor 2
• Very poor 1
Main findings
Taking into account all individual aspects that were
evaluated, Swartland Municipality’s performance was
rated as good (4)
Main findings
Taking into account all individual aspects that were
evaluated, Yzerfontein, followed by Malmesbury and
Darling rated the Municipality best.
Main findings
The table below provides a summary of all
the individual aspects that were rated; from
here it is clear what can be regarded as
strengths and weaknesses of the
Municipality
Specific ratings - Average out of 5
Specific ratings - Average out of 5
Client service at municipal offices
Respondents who have regular contact with a
municipal office were asked to rate the service of the
specific office. Overall, the service at the different
municipal offices was rated good to excellent
(average scores above 4)
Ward councillor and ward committee
On the question “Are you aware who your ward
councillor is? And who serves on your ward
committee?” respondents reacted as follows:
Communication preferences
The municipal newsletter distributed with
respondents’ accounts is seen as the best source of
information regarding the municipality.
Communication preferences
The municipal office or officials will mainly be
approached when in need to find out more about the
municipality’s services.
Importance of regular communication
67% of respondents indicated that it is very important
for the Municipality to communicate with residents on a
regular basis on municipal matters
Preferred channel of communication
Majority of respondents prefer that the municipality
communicates with them via a written medium, e.g.
newsletters, newspapers, pamphlets
How did SM proceed from a qualified
report in 2005/2006
Unqualified with other matters
•2006/2007
•2007/2008
•2008/2009
•2009/2010 -
No quick fixes
Almost (also an PMS indicator of
Municipal Manager)
MM’s must accept responsibility
for a clean audit
Clean audit in 2010/2011
Clean audit in 2011/2012
Clean audit in 2012/2013
Clean Audit in 2013/2014
Back to the question re
“How did we proceed from a qualified report in
2005/2006 to a CLEAN AUDIT in 2010/11 and
2011/2012?”
The answer is two-fold and is based on:
A: Leadership
B: Good Governance
Begin with the end in mind
Ethical business practices
Implement and develop systems (automate)
Oversight by management
Staff and IT
Good Governance
Anti-
corruption/
fraud
prevention
plan
implemented?
Ward
Committee
Functionality
Municipal
Infrastructure
Grant
Expenditure
Personnel
Training
Budget
Expenditure
Housing
Grant
Expenditure
Household receiving basic services
Indigent households receiving free basic services
Yes 100% 100% 98.2% 100% 100% 96.8%
The Seven Strategic Outcomes of Swartland IDP, 2012- 2017
Strategic Outcome Major Risks Outputs 1 A financially sustainable
municipality with well
maintained assets
1.1 If there is insufficient revenue
to meet the
demand for services
1.2 If services are expensive and
unaffordable
1.1 Secured and increased
sources of income
1.2 Affordable and well
managed budget
1.3 Curtailing expenditure
1.4 Well managed and
maintained assets
2 Satisfied, involved and well
informed clients
2.1 If clients are unsatisfied /
uninvolved /
uninformed
2.1 Prompt, courteous and
responsive service that is
sensitive to the needs/concerns
of the public and
respectful of individual rights
2.2 External and internal clients
that are well
informed on municipal matters
municipal decision-making
Strategic Outcome Major Risks Outputs
3 An effective, efficient,
motivated and
appropriately skilled work
force
3.1 If there is a lack of
appropriately skilled and
productive staff
3.2 If the working
environment is unsafe
and
unhealthy
3.1 A motivated,
productive work force
pursuing
Swartland Municipality’s
vision, mission,
philosophy and values
3.2 A well trained and
appropriately skilled work
force, striving towards
service excellence
3.3 A safe and healthy
working environment
4. Access to affordable
and reliable municipal
infrastructure
4.1 If infrastructure is
ageing and poorly
maintained
which can result in a
collapse in services
4.2 If there is a lack of
capacity in respect of
infrastructure
4.1 Access for all clients to
basic municipal
infrastructure
4.2 Sufficient capacity in
respect of infrastructure
4.3 Affordable municipal
infrastructure
4.4 Reliable, safe and well
operated and maintained
municipal infrastructure
5 Sustainable
development of the
municipal area
(with special emphasis on
previously neglected
areas)
5.1 If there is an
imbalance between the
three pillars
of sustainable
development i.e.
environment, economy
and people
5.1 Social development
that improves people’s
quality of life
5.2 Sound management of
the urban and rural
environment
5.3 Economic growth that
benefits all
6 A lean, integrated, stable and
corruption free organisation
6.1 If there is a lack of good
governance
6.2 If management - and IT
systems are inadequate
6.1 Improved organisational
focus and performance
6.2 Improved organisational
control environment
6.3 Sound work ethics
6.4 An effective, efficient and
well disciplined
institution with sustainable
capacity
6.5 Relevant and efficient IT
service and
infrastructure
7 Increased community safety
through traffic policing, by-law
enforcement and disaster
management
7.1 If there is a decrease in law
compliance
7.2 If we are insufficiently
prepared for disasters
7.1 Increase in law compliance
7.2 Strengthening of fire fighting
service
7.3 Establishment and
maintenance of a disaster
management structure within
the Municipality
2.2 Good GOVERNANCE, as part of
PMS
Judge King said: “It is more expensive to
be legal complaint, to be
delivery complaint.”
In Swartland Municipality, we do not do things
only to comply with legislation, we really try to
effectively implement, to improve service
delivery.
We collectively create an environment that is
conducive to perform and to deliver
FIRST STEP
Was to do away with performance bonuses
(Swartland Municipality since 2005/2006)
Developed an Client Service Charter
PMS Contracts for all divisional heads
PMS for Councillors
“Boesem vertroue in by die publiek”
……….GOVERNANCE
Benefits of 0% bonusses
• Address the real issues
• Create a culture of performance
• Innovative targets are set
• Serious in addressing gaps,and improving
controls.
• Also applicable on Division heads
• Extended to Cllr’s
• Mayor committed to PMS contracts
How does this relate to RED TAPE?
We use the collaborator system (SQL Server
Reporting Services) to:
90% of mail should be addressed within 60
days.
Track the amount of time to deliver
I.t.o contract management there is an early
warning system to inform providers that the
deadline for service delivery is approaching .
Track staff that are consistently late and
monitor the time that they take off work due
to ‘illness’ to see whether there are patterns
RED TAPE continue………
We keep all logs as well as budgets over many years to
monitor trends
We track incidents that are reported and complaints that
are lodged and monitor which departments of government
receive regular complaints
We are also working on representing this in a Geographical
Information System to get a picture about where it occurs
We provide citizens with reference numbers (e.g. for
lodged complaints) that are monitored by the software
system to strengthen accountability.
This monitoring system makes it very difficult for officials
to underperform because everything can be tracked. It
also allows for the creation of benchmarks in terms of how long delivering a certain service should take.
2.4 Client Services Charter
The Client Service Charter (CSC) is a “public
agreement between citizens and service delivery
providers that clearly codify expectations and
standards in the realism of service delivery”
(Post & Agarwal 2012, 1)
The CSC provides a number of service standards
against which citizens are to measure the
municipality’s performance
Key characteristics of successful CSC:
• Clear and simple language
• Realistic and measurable performance standards
• A committed grievance redress mechanism
• An effective public relations strategy to make
citizens aware of the CSC
2.4 Client Services Charter
2.4 Client Services Charter
The assumed benefits of CSC include:
• Enhance accountability by providing citizens with a
clear understanding of service delivery standards,
including timetables, user fees for services, and
options for grievance redress.
• Increase organizational effectiveness and
performance by making a public commitment to
adhere to measurable service delivery standards.
• Create a way for both internal and external actors
to objectively monitor service delivery
performance.
• Create a more professional and client-responsive
environment for service delivery.
Client Services Charter continue……
• Foster improvements in staff morale.
• Decrease opportunities for corruption and
graft by increasing transparency and
educating citizens about their rights.
2.5 Public consultation
Swartland Municipality consults the public to
receive feedback on service delivery
satisfaction.
The CSC can also be seen as an effort to consult
the public in establishing service delivery
benchmarks
Swartland municipality does however emphasis
that many red tape issues negatively impacting
business are created by legislation which is largely out of their jurisdiction
2.6 Organisational Culture and
Political stability
1.Political Stability
2. Low Staff Turnover
3. Strong management team
4. There is zero tolerance for fraud and
corruption
Case study approval of building
plans
Recent surveys comparing service delivery amongst different
Municipalities have highlighted that the “approval of building
plans”, as an area of service delivery that is not rated high in
many Municipalities. Remember: Approval of Building
Plans only rated at 3,5
3.1 Process for ensuring building
plans are approved within 14 days
• Applicant needs to submit a number of
documents and make a standard payment.
• Then it is registered that day and within 24
hours the applicant receives an sms
including their reference number.
• This reference number is logged in the IT
system which sends it out to all relevant
departments.
…….continue
• Relevant departments need to provide a
comment to approve the application e.g.
from town planning, finance and building
inspector.
• Within two weeks the comments must be
sent back to the department.
(They don’t usually have a problem with
comments not coming back on time.)
• Twice a week relevant officials sit down to
approve projects
…continue
• The approval of projects follows a legal process
that they are obliged to follow which is overseen by
their attorney.
• On their system there is a scrutiny list which outlines
what procedures are required in order for a project
to be approved.
• Around 50% of applications are approved (within 30
days) the first time they are sent in and the rest
require refining before they can be approved.
• There is also a clearly defined set of steps that
‘reapplications’ need to follow. Clients are provided
with a detailed list of outstanding requirements in
order to move this process forward efficiently
14 days
Building plans submitted and responded
to within 30 days (2012): 2014---14 Days
July 2013:
Building plans submitted = 62
Building plans approved within 30 days = 50
Reaction on building plans (correspondence) within 30 days = 12
Building plans not approved = 0
Collaborator Report: The average time
spent on a application before approval
Period of: 01/07/2011 – 31/07/2011:
IN BENCHMARK DETAIL - 30 DAYS This report will display the total building plan applications reviewed within the spesified benchmark according to the selected period and benchmark.
Selected Period: 7/1/2011 - 7/31/2011
Total Applications 51 100 %
Total In Benchmark 48 94 %
Total Out of Benchmark 3 6 %
Average Time Spent on a
Application
26
Type of Building Work
Reference Number
Plan Number
DATE CREATED DATE REVIEW COMPLETED
DATE DIFF.
Motorafdak
936831 348/11 7/1/2011 12:00:00 AM 2011-07-26 11:44:50.657
25
Motorafdak
937092 349/11 7/4/2011 12:00:00 AM 2011-08-03 10:01:38.203
30
Aanbou 937106 350/11 7/4/2011 12:00:00 AM 2011-07-29 10:55:39.857
25
Aanbou 937225 354/11 7/4/2011 12:00:00 AM 2011-07-26
11:58:20.190
22
Aanbou 938363 355/11 7/6/2011 12:00:00 AM 2011-08-03 10:20:26.043
28
Stoor 938377 356/11 7/6/2011 12:00:00 AM 2011-07-18 11:08:46.973
12
IN BENCHMARK DETAIL - 30 DAYS
Selected Period: 7/1/2012 - 7/31/2012
Total Applications 53 100 %
Total In Benchmark 53 100 %
Total Out of Benchmark 0 %
Average Time Spent on a
Application
18
Type of
Building Work
Reference
Number
Plan
Number
DATE CREATED DATE REVIEW
COMPLETED
DATE DIFF.
Woonhuis 1059232 394/12 7/2/2012 12:00:00 AM 2012/07/26 10:41:00 AM
24
Aanbou 1059238 395/12 7/2/2012 12:00:00 AM 2012/07/26 09:16:00 AM
24
Aanbou 1059524 398/12 7/3/2012 12:00:00 AM 2012/07/26 11:00:00 AM
23
Grensmuur 1059533 399/12 7/3/2012 12:00:00 AM 2012/07/19
02:46:00 PM 16
Aanbou 1059544 400/12 7/3/2012 12:00:00 AM 2012/07/26 09:54:00 AM
23
Aanbou 1059894 401/12 7/3/2012 12:00:00 AM 2012/07/26 11:14:00 AM
23
Period of: 01/07/2012 – 31/07/2012
IN BENCHMARK DETAIL - 30 DAYS
Selected Period: 7/1/2013 - 7/31/2013
Total Applications 67 100 %
Total In Benchmark 67 100 %
Total Out of Benchmark 0 %
Average Time Spent on a
Application
15
Type of Building Work
Reference Number
Plan Number
DATE CREATED DATE REVIEW COMPLETED
DATE DIFF.
Woonhuis 1191780 369/13 7/1/2013 12:00:00 AM 2013/07/16 11:03:00 AM
15
Woonhuis 1191849 370/13 7/1/2013 12:00:00 AM 2013/07/22 10:59:00 AM
21
Woonhuis 1191856 371/13 7/1/2013 12:00:00 AM 2013/07/22
12:26:00 PM 21
Aanbou 1191864 372/13 7/1/2013 12:00:00 AM 2013/07/16 08:54:00 AM
15
Motorhuis 1191873 373/13 7/1/2013 12:00:00 AM 2013/07/19 11:13:00 AM
18
Aanbou 1192011 374/13 7/1/2013 12:00:00 AM 2013/07/15 12:33:00 PM
14
Period of: 01/07/2013 – 31/07/2013
Financial Year
Total building
plans
In benchmark
(30 days)
Out of benchmark
Total days
2009/2010 622 267 355 73
2010/2011 701 449 252 45
2011/2012 783 723 60 27
2012/2013 711 711 0 18
2013/2014 691 691 0 13
Jul/Aug 2014 111 111 0 10
BUILDING CONTROL OUTCOME FOR LAST 5 (FIVE) FINANCIAL YEARS
We had the desire to get this figure down to less than two weeks, so we implemented additional processes to improve, which led to a “PRE- TOWN PLANNING SRUTINY “ meeting.
OUR (2013/14) CAPEX and OPEX
spending
CAPEX OPEX
2010/11:95,7%
2011/12:108%
2012/13:99,8%
2013/14:98,7%
2010/11:99,1%
2011/12:93,6%
2012/13:95,7%
2013/14:98,8%
We also have an unwritten rule and “gentleman’s agreement”, that if a Director does not spend 90% of his/her capital budget, he/she will resign.
…. INCOME
Income
2010/11:96,3%
2011/12:100,9%
2012/13:99,5%
2013/14:103,2%
Average of 99,97%
Capacity to manage successful:
2005/2006 2006/2010 2010/2014
“How did Swartland proceed from QAR to consecutive CAR”
U n q u a l i f i e d with other m a t e r s
1 0 0 % M I G s p e n d i n g
2005 2006 2007 2008 2009 2010 2011 2012
2011
2012 2013 2014
2013
A united & motivated team Committed to all the “E’s”:
‘E’ = Energy
‘E’ = Energise
‘E’ = Edge
‘E’ = Execute THERE IS NO SUCCESS WITHOUT AN ATTITUDE OF SACRIFICE
Attitude – is always a player
in your team/in my team
OUR TEAM
Thank you
Baie dankie
Ndiyabulele