Standing Committee on
17 August 2010
Role of SALGA in capacity building at
local government level
• Overview of the evolution and transformation of local
– 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
• 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
• Municipalities have poor skills base and lack of training and
• 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)
Approach to Capacity
• 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.
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.
(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.
NAME OF PROJECTS PROJECT DESCRIPTION PARTNERSHIP
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
NAME OF PROJECTS PROJECTS DESCRIPTION PARTNERSHIP
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 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
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
• 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
– 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.
• The two EU grants which enabled this programme are
“Transparent Local Governance – a Toolkit” and “Local Leadership
• 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
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
• 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:
GTZ =R250 000
LGSETA and GTZ = R 2.8 Million 15
• 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
CI Training Manual is being reviewed and will be
completed in February 2011;
Induction Plans to be communicated in
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
• Actively discourage political influence/interference in the
appointment of staff resulting in politically accepted
appointments at the expense of the necessary and relevant
• 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.