SALGA HR Conference Resolutions

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					      SALGA HR Conference
          Resolutions



National Municipal Managers Meeting
          28 February 2011
                 PROFESSIONALIS
                     ATION

Acknowledging:
• Profesionalisation impacts on behaviour on three levels
   – Organisational behaviour
   – Customer behaviour
   – Personal behaviour (the employee)
   • Professionalisation must be focused at the whole
     organisation not only on the managers and/ or
     officials
                  PROFESSIONALIS
                   ATION CONT…

• Factors that are inhibiting professionalisation include but
  not limited to:
   – Ineffective communication
   – Inconsistent and selective application of policy and
     legislation
   – Indecisive leadership
   – Inappropriate recruitment processes
   – Ineffective performance management systems
                 PROFESSIONALIS
                  ATION CONT….

Resolutions:
 SALGA to establish effective relations with professional
  bodies and evaluate their admission criteria towards
  strengthening value to municipalities,
 LGSETA in collaboration with SALGA to develop
  continuous capacity building programmes for councillors
  synchronised with their term of office and focused on
  their specific portfolio areas.
 SALGA to develop and enforce norms, standards and
  systems for uniformity across the whole local
  government sector
                 PROFESSIONALIS
                  ATION CONT…

 SALGA to conduct empirical research on
  professionalisation and its impact on Local Government ,
 Municipalities to develop and execute effective
  communication systems to ensure that all employees,
  councillors and communities embrace the organisational
  values and goals ,
 Municipalities to effectively apply Batho Pele principles
  as a means to professionalise service delivery
 SALGA to develop a standardised policy framework for
  performance management to be cascaded down to all
  employees
                  PROFESSIONALIS
                   ATION CONT….

 SALGA to ensure effective communication of PMS to all
  stakeholders viz. Councillors, employees, unions and
  community to facilitate buy in.
 SALGA to evaluate and customize PMS for individual
  and organisational performance
 Assess the state of readiness for municipalities prior to
  implementation of PMS
 SALGA to define customer service standards for all
  municipalities
                 PROFESSIONALIS
                  ATION CONT…

 Recruitment must consider both qualifications as well as
  competencies such as values, ethics, customer
  orientation etc.
 SALGA to standardise conditions of service for section
  57 managers including norms and standards in order to
  regulate their employment
 Job advertisement must clearly set out competencies
  and qualifications required for the position
 Emphasis must be placed on recruitment of competent
  and qualified employees rather than “de-politicisation”
                         SYSTEMS,
                     ENVIRONMENT AND
                         CAPACITY
INDIVIDUAL CAPACITY

Acknowledging:

• The necessity to recruit suitable personnel to execute the core
  functions of the municipality, the amendment to the Local
  Government Municipal Systems Act is hereby supported.
• The need for Municipalities to have a service delivery oriented
  organizational structure, the proposals in respect of critical
  positions by COGTA are hereby supported, with the addition of
  HR Practitioner. Further, the Commission resolved that these
  positions should not be regulated as Section 57 appointment,
  but rather be left to individual Municipalities to decide on the
  levels within the norms and standards as set by SALGA .
                    SYSTEMS,
                ENVIRONMENT AND
                CAPACITY CONT…
• The need for a Local Government Institution to drive
  ongoing management improvements in local
  government, the Commission was mindful of the costs
  associated with such structures and in further
  acknowledgement of the existence of similar structures
  in Public Service e.g. PSC
                           SYSTEMS,
                       ENVIRONMENT AND
                       CAPACITY CONT…
RESOLUTIONS
 SALGA to create a national data base of all competent personnel
  available to the sector from which municipalities can draw prospective
  candidates(recruitment and support mechanism).
 SALGA to establish Assessment Centre(s) within the sector (to support
  municipalities in maintaining uniform standards on recruitment).
 That SALGA explore the possibility of a Local Government Commission
  (Equivalent to the PSC) or extend the scope of the Public Service
  Commission to cover the local government sector.
 That SALGA must play an oversight and facilitating role in this process.
                     SYSTEMS,
                 ENVIRONMENT AND
                 CAPACITY CONT…
INSTITUTIONAL CAPACITY

Acknowledging:
• The need for Municipalities to have mechanisms to
  review and realign arrangements for effective service
  delivery.
• The next term of local government commencing in 2011,
  the Commission recognizes the need for effective and
  efficient Local Government capacity building
  programmes.
• The need for cutting edge capacity building and training
  for critical positions, the Commission supports the
  establishment of a Local Government Training Institute
                      SYSTEMS,
                  ENVIRONMENT AND
                  CAPACITY CONT…
• The general challenges regarding the period of appointment
  of managers reporting to the Municipal Manager and
  further, thus resulting in the following realities:
   – Loss of knowledge
   – Lack of continuity
   – Creation of an unstable administration
   – High Turnover of senior managers
   – Budget allocated for Capacity Building not used for its
      intended purpose – mandatory Grants
• Government’s policy initiative towards the establishment of
  a Single (Integrated) Public Service
                    SYSTEMS,
                ENVIRONMENT AND
                CAPACITY CONT…
RESOLUTIONS

 A review of Section 78 provisions of the Local
  Government Systems Act 32 of 2000, to remove red
  tape and expedite decision making by Councils.
 SALGA to develop standardised training in terms of the
  minimum competency level requirements and uniform
  training for generic needs within the sector;
 SALGA to ensure that mandatory and discretionary
  grants are used solely for their intended purpose;
 SALGA to establish a Sector Mentorship and Coaching
  Programme for the sector;
                     SYSTEMS,
                 ENVIRONMENT AND
                 CAPACITY CONT…
 SALGA to develop a generic Succession Planning Policy
  and develop staff attraction and retention strategies for
  Municipalities;
 SALGA to upscale and continue to leverage LGSETA
  resources to fund general training programmes;
 SALGA to assist Rural Municipalities to develop
  incentives to attract and retain scarce skills, through,
  among others, lobbying for a review of local government
  fiscal framework and remuneration policies to
  accommodate scarce skills and rural allowances.
                      SYSTEMS,
                  ENVIRONMENT AND
                  CAPACITY CONT…
 That the focus should first be on creating an Integrated
  Local Government Public Service.
 That all relevant systems be standardized, e.g PMS,
 That the interaction with the other two spheres of
  government be through a spirit of cooperative governance
  informed by the IGR framework.
 That the SALGA Technical Task Team on Single
  (Integrated) Public Service enhance the consultation with
  local government practitioners.
                              SYSTEMS,
                          ENVIRONMENT AND
                          CAPACITY CONT…
ENVIRONMENTAL CAPACITY
Acknowledging:
• The overwhelming need for the standardization of HR and other systems within the
  local government sphere albeit within the context of a differentiated approach
• Dichotomy between interference and interventions
• Inter and intra political party challenges
• Inadequate progress towards gender and disability requirements
• Inadequate compliance to the Occupational Health and Safety Legislation
• Inadequate tools of trade
Resolutions:
 That COGTA procures the necessary and appropriate HR, and other systems, fully
  funded and, together with SALGA, roll it out to all Municipalities;
 Develop a user friendly guide that clarifies roles and responsibilities;
 Development and train users on the guide;
 Conduct thorough research towards a conducive environment
                   CULTURE AND
                      ETHOS

Acknowledging:
• A system of governance with no soul is inadequate and
  incompatible with a developmental system of local
  government
• Soul in this ethos implies’
   – Care for the individual employee and the service
      recipient
   – Seeking to understand before being understood
• A system of governance that does not listen to its
  citizens is ineffective.
• As Government we are not responsive enough to the
  needs of our people
                   CULTURE AND
                   ETHOS CONT...

• Lack of IGR implementation in all spheres of
  government;
• Departments in local government working in silos;
• Respect and accountability between cllrs and officials-
  lack of continuity on implementing programmes, lack of
  commitment and common understanding that delays
  implementation of various programmes;
• Lack of sense of urgency;
• Lack of correct attitude;
• Absence of self discipline which leads to violation of
  policies; and
• Dereliction of duties.
                        CULTURE AND
                        ETHOS CONT...

• Prevailing Conditions:
   – inadequate/non- implementation of policies/municipal bylaws and
     legislations;
   – malicious compliance;
   – lack of sense of urgency;
   – poor planning;
   – lack of communication;
                  CULTURE AND
                  ETHOS CONT...

• lack of cascading performance management system to
  all employees;
• unethical conduct: corruption fraud, nepotism,
• lack of shared vision, mission and values;
• lack of acknowledging good performance;
• failure to recognize and learn from best practice;
• non performing municipalities (municipalities under
  administration);
• lack of management of in house monitoring systems;
                     CULTURE AND
                     ETHOS CONT...

Recommendations:
 Enforcement of the implementation of IGR Act by all spheres;
 Proper oversight of signing of code of conduct by all
  employees and cllrs;
 Conduct regular (at least two) community and institutional
  surveys per year and implementing recommendations thereof;
 Induction and continuous development of employees and
  councillors;
 Development of the vision, mission and values to be bottom
  up and consultative (broadening the process of developing the
  vision, mission to all)
                     CULTURE AND
                     ETHOS CONT...

   Empower employees and councillors;
   Use disciplinary processes as a last resort;
   Developing culture of communication;
   Expose, prioritise, and monitor issues of ethos and
    cultures;
   Rules to be un-biased;
   Developing a culture of respect between cllrs and
    municipal officials and vise versa;
   Share and learn best practice from all
   Encourage partnerships amongst all public sector
    stakeholders to avoid silos;
                  CULTURE AND
                  ETHOS CONT...

 Proper implementation of performance management
  systems;
 Declarations of interest by all (cllrs and municipal
  officials)
 Reporting back on measures taken regarding corrupt
  activities;
 Establishment of ethics committees in council;
 Development of retention strategy;
 Evaluate gaps on the current policies dealing with
  unethical behaviors;
 Actual protection of whistle blowers; and
 Develop and implement Change Management Strategy;
                   CULTURE AND
                   ETHOS CONT...

 Address behavioral attitude;
 Mobilisation of funding for implementation of
  recommendations that have cost implications, i.e.
  surveys; and
 Ensure the presentation and adoption of all resolutions
  by councils.
              EMPLOYER/ YEE
              PARTNERSHIPS
• Mutual Gains Collective Bargaining
  Strategy
                        EMPLOYMENT
                        CONDITIONS:
                         SECTION 57
   Acknowledging:

•   That the Section 57 dispensation is a creature of statute;

•   That the Section 57 dispensation with regard to MM is on the
    basis of Fixed Term Performance Contracts

•   That the remuneration of Section 57 employees is currently
    not regulated;

•   That the SALGBC agreements exclude Section 57
    employees, but municipalities include provisions of SALGBC
    agreements in their contracts of employment
                     EMPLOYMENT
                     CONDITIONS:
                      SECTION 57
• That the Local Government sector transformation has
  been ongoing since the year 2000 and over that period
  there has been lessons learnt;

• That there is uncertainty on whether the Fixed Term
  Performance Contract facilitate service delivery
  enhancement and institutional capacity;

• That the remuneration of Section 57 employee requires
  regulated Remuneration Framework;

• That there should be a pronouncement on the
  exclusion/inclusion of Section 57 employees in collective
  bargaining;
                      EMPLOYMENT
                      CONDITIONS:
                       SECTION 57
   RESOLUTIONS

•   Research the efficacy of fixed term contracts dispensation
    and decide its continuity or otherwise therefrom
•   Positions to be advertised
•   Regulate, develop and implement remuneration and
    service conditions for Sec 57 beyond existing frameworks
•   Exclude Sec 57 from SALGBC agreements
                         BARGAINING
                         STRUCTURES
 Acknowledging:

• The need to roll out the transformation project specifically
  around substantive matters such as conditions of service ,
  policy issues and other related issues;

• The intention to deliver in a sustainable and seamless
  uniformity on all of the above

• The centralization of the collective bargaining regime as
  against the divisions would result in uniformity of approach on
  transformational issues such as conditions of service, policy
  issues and other related matters
                     BARGAINING
                     STRUCTURES

• That the primary role of the LLF is an employer and
  employee partnerships in a democratized workplace

• Our commitment to deliver on sound labour peace and
  economic growth

• The need to enable productive and workable interaction
  between employer and labour to attain maximum service
  delivery
                      BARGAINING
                      STRUCTURES
• That the LLF is a structure of the SALGBC at workplace
  level;
• That the LLF should confine itself to matters defined in the
  applicable collective agreements for the workplace level;

RESOLUTIONS:

 Retain the LLF as structure of the SALGBC
                     BARGAINING
                     STRUCTURES
ROLE OF THE DIVISION

- Implementation of national agreements

- Monitoring and compliance national agreements

- Monitoring the functionality of LLFs and ensuring
  compliance with

- Dispute resolution functions
                      COLLECTIVE
                      BARGAININIG
MUTUAL GAINS COLLECTIVE BARGAINING APPROACH

Acknowledging:

• The need to improve our LR environment to create a
  complimentary dispensation

• The need to improve current relations that exist in our
  various public sectors

• The need to draw lessons from the international
  communities
                       COLLECTIVE
                       BARGAININIG
Resolutions

 Explore the international experiences approach on mutually
  beneficiating from the relationship between the parties

 Look at the issue of capacitating the parties

 Good faith negotiations

 Tolerance
                      STRIKE
                    MANAGEMENT
DEFINING THE RULES OF ENGAGEMENT

 Acknowledging:

• There is misconduct and damage to municipal property
  during industrial action

• Lack of commitment by employers to effect necessary
  corrective and restorative action against employees

Resolutions

 LRA be amended so that the responsible organization/ be
  held for damages caused.
                   MUNICIPAL
                 OWNED ENTITIES

BARGAINING ARRANGEMENTS

 Acknowledging:

• That the current dispensation of MOEs has rendered
  them becoming free riders in the SALGBC at the
  expense of the parties

 Resolutions

• Look into creating a separate bargaining chamber
                   JOB EVALUATION

 Acknowledging:

• That the Job Evaluation process has not produced the
  intended outcome over a period of time;
• That the Job Evaluation process is currently based on a co-
  governance approach between the parties;

 Resolutions:

• That the process shall be regularized as an employer-driven
  process
• The implementation and maintenance of JE results shall be
  the function and responsibility of the employer
                   MEDICAL AID &
                   PENSION FUND
 Acknowledging:

• That the rationalization of benefits has not produced the
  intended outcome and some groupings of employees
  have not accessed medical coverage

• That one medical aid may result in monopoly and non
  competitiveness

• That the movement towards one pension fund
  dispensation has not materialized
                  MEDICAL AID &
                  PENSION FUND

 Resolutions:

  • SALGA must commission a study to assess access to
    medical care to all employees, particularly employees
    at a lower echelons of municipalities

  • That we move towards stopping the subsidy on post
    retirement medical benefits

  • That the legislative route espouse in the Masondo
    committee towards one pension fund be actioned
THANK YOU

				
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