Role of SALGA in Capacity Building at Local - Welcome To

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					     Standing Committee on

            17 August 2010

Role of SALGA in capacity building at
        local government level
                         Local Government
• Overview of the evolution and transformation of local
  government :
   – Pre-interim phase (1994 – 1995);

   – Interim Phase     (1995 – 2000);

   – Final Phase       (2000 – beyond) which entails:
      • Establishment (2000 – 2002);

      • Consolidation (2002 – 2005)(Project Consolidate as key
                                    intervention); and

      • Sustainability (2005 – beyond)(5 YLGSA/LGTAS as key
• State of LG Report that resulted in the Local Government
  Turnaround identified a number of capacity constraints facing local
  government in the implementation of the system of developmental
• The State of Local Government in South Africa Report recognises
  the needs for improved capacity and skills for both councillors and
  municipal officials
• Municipalities have poor skills base and lack of training and
  career pathing
• Lack of skills development programmes or committed training in
  many municipalities has come strongly to the fore during the
• Under-investment in people, particularly where technical,
  management and leadership skills are required;
• The LGTAS identifies the root causes for some of the problems in
  municipalities, which includes capacity and skills constraints
• It further states that everyone must rise to the challenge of
  ensuring our municipalities are sites of excellence and they are led
  and staffed politically and administratively with office bearers and
  public servants who are responsive, accountable, efficient, effective,
  and carry out their duties with civic pride.
• The LGTAS highlights the core areas of concern from the
  evidence-based findings such as serious leadership and
  governance challenges in municipalities and inadequate human
  resource capital to ensure professional administrations, and positive
  relations between labour, management and Councils.
• Five strategic objectives are identified that will guide the LGTAS
  interventions, one being to improve performance and
  professionalism in municipalities.
With regard to the skills and capacity of municipal
officials, the following questions need to be addressed:
• Is the municipality recruiting and retaining enough municipal
  officials and are these officials qualified and experienced?
• What are the vacancy rates in a municipality against
  averages? (organisational development and filling of critical
  posts/ recruitment and retention policies)
• What is the level of experience (number of years) of the
  municipal manager and CFO? (professionalise
• Do the municipal manager and CFO have a tertiary
  qualification? (professionalise administrations)
          A Multi-dimensional
         Approach to Capacity

 Capacity          Institutional
Individual           Capacity

                  KEY STRATEGIC
• Thought Leadership – build capacity at LG level
  through practice analysis and strategic research;
• Advocacy-Heart – influence capacity building policy
  and practices and advocate through effective
  stakeholder influence around these issues
• Co-ordination-Voice- coordination, facilitation and
  integration of players in capacity building space;
• Authentication-Hand - The standardization and
  quality assurance of capacity building programmes
  and integration towards efficacy and optimization.
                       SALGA’s Skills
                  Co-ordinate the programme.
  Executive       Source funding.
 Leadership       Market the programme.
Development       Assess impact of the programme.
                  Monitoring and evaluation.

  Councillor      Intensify capacity building programme for Councillors.
   Training       Revise existing material.
                  Impact assessment.

  (LODLOG):       Ensure participants prepare micro projects.
Capacitate Seni   Develop selection tool for participants.
 or Leadership    Select provinces.

                   Ensure traditional leaders understand their role in local governance.
                   Form partnership with relevant departments and institution.
                   Secure funding from LGSETA.
                   Develop training programme.
                           CAPACITY BUILDING
Local Democracy and         Support democratic consolidation     Swedish Partners
Local Governance            process in South Africa and
(LODLOG)                    improve the competency of local
                            politicians and officials in the
                            field of Local Democracy and
                            Governance. About 100 trained so
                            far, including 6 from Zimbabwe,
                            Botswana and Namibia.
Gender Mainstreaming and    Aimed at building the capacity of    Swedish Partners
Local Governance-Swedish    South African Local Authorities in
Partners (GEMLOG)           gender equality and leadership, 32
                            trained in this pilot
Local Labour Forum (LLF)    A programme aimed at restoring       LGSETA
                            the relationship between the
                            employer and organised labour

Municipal Skills        Programme is an initiative that Microsoft SA,
Development             will help Local Governments to Post Office,
Programme (Microsoft    use Technology more             DBSA,
IT)                     effectively and efficiently in
                        improving service delivery.875
                        officials trained so far.

Councillor              7000 ,2006, newly elected      CoGTA, GTZ,
Induction               Councilors inducted on their   SALGA,
                        roles and responsibilities.    LGSETA

Councilor Development   8794 participants trained on   LGSETA,
                        the programme.                 SALGA
                          PROJECT STATUS
Project Name                      Participants           Sponsorship
Executive Leadership       A total of 2055 participants  Municipalities since
Management Development     graduated from this           2006 till 2008 and
Programme (ELMDP)          programme since its inception LGSETA in 2009
                           in 2006 till to date
LODLOG                     32                            SKL & LGSETA,
                                                         SALGA, SALA IDA
GEMLOG                     28                            SKL & LGSETA,
                                                         SALGA, SALA IDA
Municipal Finance          1170                          LGSETA, DBSA and
Programme                                                DPLG
Ward Committee Training    2580                          SALGA

Municipal Governance       373                           UJ & LGSETA SALGA
Councilor Induction        In 2006 a total of 7000       UJ, SALGA
                           Councillors were inducted                      11
                           P3 Programme
• Programme approved by SALGA in 2008 in partnership with the Swedish
  Association of Local Authorities and Regions (funding from EU and
  SIDA) to run a partnership programme aimed at enhancing the capacity
  of SALGA while working with selected municipalities.
• The European Commission grant comprises 75% of the funding with the
  remaining 25% is provided by the Swedish International Development
  Agency (SIDA) with the SALAR being the Lead Partner.
• The programme supports actions aimed at promoting an inclusive and
  empowered society in partner countries and two of its specific objectives
  are to:
   – facilitate interaction between Local Authorities and Non-State Actors in different
     contexts and support an increased role for local authorities in decentralisation
   – strengthen the capacity of civil society organisations and local authorities, with a
     view to facilitating their participation in defining sustainable development
     strategies and in implementing actions aiming at poverty reduction.
                       P3 Programme
• The two EU grants which enabled this programme are
  “Transparent Local Governance – a Toolkit” and “Local Leadership
  for Growth”.
• At its basic level, this partnership is intended to provide assistance
  to the municipalities’ efforts to better serve their constituents by:
   – Promoting local economic partnerships in municipalities using analytical
     and participatory tools
   – Promoting transparent governance using approaches which enhance
     good practice in municipal financial management and citizen orientation
• The programme has two components – the promotion of local
  economies and the enhancement of transparent LG while
  improving municipal finances and financial management.
• The model is based on each country having a project manager who
  are supported by process facilitators who work closely with the
                     P3 Programme
The following municipalities were selected:
• The Municipalities selected in the Eastern Cape are
  Elundini, Senqu and Maletswai municipalities in the Joe
  Gqabi District Municipality; and Intsika Yethu, Lukanji and
  Emalahleni municipalities in the Chris Hani District
• Municipalities in the Free State selected for this partnership
  are Naledi in the Motheo District Municipality; Mohokare and
  Kopanong in the Xhariep District Municipality; and Setsoto in
  the Thabo Mofutsanyane District Municipality
• In the Western Cape, Theewaterskloof, Cape Agulhas in the
  Overberg District Municipality as well as Hessequa and
  Mossel Bay in the Eden District Municipality
• The following organisations were approached for funding Capacity
  Building programmes:
• SALGA and LGSETA signed an MoU on funding capacity building
• ELMDP generating revenue for capacity building programmes.
• EU and Sida supporting SALGA’s capacity building programmes for
  member municipalities. The DBSA has changed leadership and the
  new manager is being engaged on possible funding and
  collaborations on capacity building.
• The following are resources raised during the year under review:
         GEMLOG-SIDA =R4million
         LGSETA        =R350-000
         GTZ          =R250 000
         LODLOG-SISA =R5million
         LGSETA and GTZ = R 2.8 Million                     15
                     SALGA’S CAPACITY
                     BUILDING BEYOND
• SALGA’s next Councillor Induction
  Planning for the CI commenced and steering
   committee established to address four phases;
  Review of the 2006 CI done and planning for the
   2010/11 CI commenced;
  The following phases for CI has been mapped out:
             Phase1: Towards a “Good Councillor”
             Phase2: Material Development
             Phase3: Coordination of sector departments
             Phase4: Municipal orientation of Councillors
                SALGA’S CAPACITY
                BUILDING BEYOND
  CI Training Manual is being reviewed and will be
   completed in February 2011;
  Induction Plans to be communicated in
   September 2010
  Accreditation of the CI programme;

• Conduct Impact Assessment on International
• Develop and implement Regional Collaboration
  Strategy on Capacity Building;
• In the past a bigger external focus was placed on the
  capacitating of councillors than municipal staff.
• 2011 will not only bring new councillors, but also new
  municipal managers and managers reporting to municipal
  managers who need to be capacitated and skilled in
  developmental local government and the principles of
• SALGA supports principle of professionalisation of
  municipal administration and minimum competencies for
• Acquisition and retention of scares skills needs to be
• Career pathing for employees needs to be strengthened.
• Whilst SALGA champions a comprehensive Capacity
  Building programme, much more is necessary to
  improve the skills required by politicians and officials in
  terms of governance and associated accredited
  programmes. Need to invest in accredited capacity
  building programmes for politicians and officials.
• Certain municipalities are battling to recruit the requisite
  skills due to a lack of response either due to not being
  able to afford the salaries or attract those skilled
  individuals to their (some times rural) localities. It is
  necessary to provide attractive career paths and
  associated incentives for municipal staff.
•   The need to adopt a stronger approach to regulating those
    who enter the municipal service ensuring that those entering
    the pool have the requisite skills (professionalisation).
•   Siyenza Manje support to be extended to more municipalities,
    especially smaller municipalities who cannot attract and retain
    the skill and to explore shared services.
•   Expanding existing surveys such as the MDB assessments to
    include a greater focus on professional, management and
    leadership skills.
•   Actively discourage political influence/interference in the
    appointment of staff resulting in politically accepted
    appointments at the expense of the necessary and relevant
    skills required.
                  Way forward
• In sum, more creative responses are required to
  address scarce skills, such as partnering with civil
  society, private sector and shared services options.
• In moving forward on skills development, specific
  attention will need to be given to career pathing,
  defining and enforcing minimum competencies for
  certain posts, applicable programs for politicians and
  relevant management and leadership training.
• SALGA has a critical role to play in ensuring the
  necessary skills are developed to effect a
  professionalised LG sphere.

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