Presentation to Parliament

Adhoc Committee on Service Delivery

02 FEBRUARY 2010

TURNING-AROUND LOCAL GOVERNMENT

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To provide an overview of CoGTA Ministry deliverables in addressing service delivery challenges; and

To outline intervention measures through the Local Government Turn-Around Strategy

Purpose of Presentation

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Service Delivery

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Service Delivery is an outcome, the scale and quality of which depends on:• Clear and realistic policies • Appropriate allocation of powers, functions and

financial resources• Performance and accountability of organs of state to

implement policies• Coordination between organs of state• Public participation and involvement• Level of self-reliance of communities

Service delivery is not only a Local Government issue

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Systemic Factors

(two tier system; limited revenue base; demarcation)

Legislative Factors

(inappropriate legislation; over- and under-regulation)

Political factors

(inter- and intra-political conflicts and polarisation)

Accountability Systems

(lack of performance management systems; poor oversight; poor community participation mechanisms)

Capacity & Skills

(lack of capacity in small & rural municipalities)

IGR support & oversight

(fragmented national and provincial support; weak oversight)

Intergovernmental Fiscal Regime

(poor grant design & limited impact; grant dependency)

Root Causes of Municipal Problems

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NO. PROVINCE NO. OF PROTESTS

(2004-2008)

NO. OF PROTESTS

(JAN TO NOV 2009)

1 EASTERN CAPE 9 (9%) 12 (12%)

2 FREE STATE 13 (12%) 6 (6%)

3 GAUTENG 28 (26%) 26 (25%)

4 KWAZULU-NATAL 8 (8%) 5 (5%)

5 LIMPOPO 4 (4%) 7 (7%)

6. MPUMALANGA 14 (13%) 20 (20%)

7. NORTHERN CAPE 2 (2%) 3 (3%)

8. NORTH WEST 14 (13%) 7 (7%)

9. WESTERN CAPE 14 (13%) 15 (15%)

TOTAL 106 101

ANALYSIS OF SERVICE DELIVERY PROTESTS

Source: Municipal IQ

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25% of municipalities across the country ever experienced protests

Protests do not occur across entire municipality but in specific wards

Gauteng remains the most affected province

Growing number of protests in Mpumalanga

Receding number of protests in the Free State and North West

Protests in Mpumalanga and Limpopo are implying a more rural contribution, with 56% of protests taking place outside of metros

About one third of protests take place in informal settlements

The Western Cape remains significant in both 2009 and previous years

Service Delivery Protests: Provincial Spread

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High and growing demand for infrastructure development and housing

Open discontent and accusations of nepotism and maladministration

Rising costs of utility tariffs, especially electricity

Community and political dynamics (local power struggles)

Peaceful and legitimate platforms either not or perceived to be not

available, or deliberately not used

Service Delivery Protests:Causes

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5 PRIORITIES

1. Build the developmental state in Provincial and Local Government that is efficient, effective and responsive

(16 Projects in the strategic plan)

4. Improving the Developmental capability of the Institution of Traditional Leadership (11 Projects)

2. Strengthen Accountability And Clean Government (17 Projects)

5. Fostering DevelopmentPartnerships, Social Cohesion & Community Mobilisation (10 Projects)

3. Accelerating Service Delivery and Supporting the Vulnerable (14 Projects)

CoGTA Strategic Priorities (2014)

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Road to LGTAS

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Provincial Assessments

Pre-Indaba Stakeholder Workshops

Khayelitsha and National Indaba on LG – 21/22 Oct 2009

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Restore the confidence of the majority of our people in our municipalities, as the primary delivery machine of the developmental state at a local level.

Re-build and improve the basic requirements for a functional, accountable, responsive, effective, efficient developmental local government

Objectives of the LGTAS

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LGTAS Priorities Pre-2011

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1. Address immediate financial and administrative problems in municipalities

2. Regulations to stem indiscriminate hiring and firing3. Ensure & implement a transparent municipal supply chain

management system4. Strengthen Ward Committee capacity & implement new ward

governance model5. National and provincial commitments in IDPs6. Differentiated responsibilities and simplified IDPs7. Funding and capacity strategy for municipal infrastructure8. Intergovernmental agreement with metros on informal settlement

upgrade 9. Rearrange capacity grants & programmes, including Siyenza Manje

support10.Upscale Community Works Programme11.Implement Revenue Enhancement – Public Mobilisation campaign12.Launch “good citizenship” campaign, focusing on governance values

to unite the nation

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1. Single election 2. Universal access to affordable basic services3. Eradicate all informal settlements4. Clean cities5. Infrastructure backlogs should be reduced significantly6. Clean Audits7. Reduce violent protests8. Municipal debt is reduced by half9. Empowered and capacitated organs of people’s power

(Street, Block / Section, Village & Ward Committees)10. Trained and competent councillors, traditional leaders,

officials, Ward Committee members, CDWs and community activists

Vision 2014

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Good citizenship campaign with

governance values will be launched to unite

the nation

Political parties will promote and

enhance the institutional integrity

of municipalities

All three spheres will improve intergovernmental

relations (IGR) in practice

Municipalities willreflect on their own

performance & develop their own tailor-made turn-around strategies

Provinces will improve their support

& oversight responsibilities over

local government

National government (incl. SOEs) will organize itself better in relation

to local government

INTERVENTIONS

Key Turn-Around Interventions

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1. Undertake a legislative reform programme for local government, which must include necessary Constitutional amendments

2. Undertake urgent steps to strengthen the professionalization of local government

3. Establish a Single Window of Coordination for the support, monitoring and intervention in Local Government

4. Deepen People-Centred Government through a Refined Model of Ward Committees

Governance Actions

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1. Ensure necessary resources are allocated to address service delivery MDG 2014 priorities

2. The IDP must be followed by everyone and be applicable to all spheres of government, SOEs and stakeholders outside of government

3. Spatial Development Frameworks must enable municipalities to know & guide what is happening on every square meter & kilometer in a municipal area

4. Strengthen community oversight & monitoring over service delivery projects.

7. Restructure the Municipal Infrastructure Grant (MIG)

8. A Special Purpose Vehicle for infrastructure development must be established

Planning, Service Delivery & LED Actions

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1. Develop targeted & differentiated financial instruments to support municipalities

2. Consider long term fiscal planning (5 - 20 years)3. Improve coordination of various grants4. Implement Operation Clean Audit 2014; 5. Review of Municipal Supply Chain Management

legislation6. Implement revenue collection & public mobilisation

campaign to improve payment for services7. National government must support poor

municipalities financially.8. Ward Committees should be given budgets to

undertake their developmental responsibilities

Intergovernmental Fiscal System Actions

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1. Need to strengthen political & executive oversight over the Local Labour Forums (LLFs)

2. Develop a tool to monitor the functionality of the LLFs 3. Undertake a national audit of Occupational Health and

Safety in all municipalities4. Undertake a national review of compliance with the

current grading system of municipalities and its impact on labour & HR matters

5. Local Government school (LOGOLA) should be revived and strengthened

6. An ongoing skills development and capacity building programme must be implemented that must include refresher training

Note: Good relationship between SAMWU and COGTA

Labour Relations Actions

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NO. TASK/EVENTS RESPONSIBLE DUE

1 Presentation & Discussion to the Cabinet Cabinet 2 December 2009

2 Development of individual Municipal Turn-Around Strategies

All Municipalities January-March 2010

3 Government Departments and State Owned Enterprises (SOEs) include their plans in the municipal IDPs

All Departments and SOEs January-March 2010

4 Finalisation of individual municipal Turn-Around Strategies

All Municipalities March 2010

5 Consultation with 3 895 wards CoGTA April/May 2010

6. Municipal IDPs and budgets are adopted All municipalities June 2010

7. Report back to all wards on adopted programmes and projects

All wards August/September 2010

8. Adopted programmes and projects of wards implemented

Cogta national; Cogta provincial; local municipalities. Civil society formations playing advisory role

July 2010 and beyond

LGTAS: Implementation Plan

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LGTAS Implementation – National Coordinating Unit

Establish “Command Center” Ensure implementationLG intelligence and information, daily tracking system, monitoring and reporting

Operations room Head for the Centre

Rapid Response Team (fire fighters)Technical Support Unit (capacity builders)Intelligence Team (analysts, information management)

Specialists (Governance, Finance, OD, Technical Services, LED, Planning, Legal)Support RRT, TSU and ITLiaise with Departments, stakeholders, Cogta branches/unitsOversee panel of procured/contracted support resources

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National Departments IGWG (Intergovernmental Working Group)Participate in “Command Centre” Inter-departmental teamsAppoint LGTAS point person Identify at most 3 priorities to promote, unblock, improve

service delivery at municipal levelEnsure alignment in IDPsResponsive to municipal specific issuesReport on commitments in IDPs

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Provinces

Support, Monitoring, ReportingProvince specific implementation planMoU – Cogta,OTP,LGTechnical Support Units

Provincial sector performanceBetter spending and outcomesAlignment and resource commitments in IDPs Municipal and public participation

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Municipalities

Rapid Response measures in cases of governance failure

Municipal Turnaround StrategiesDiagnostic of situation in every municipalityIdentify key issues for turnaroundIdentify key support measures, unblocking actionsIncorporate into IDPs by March 2010More detailed turnaround plan and implementation

thereafterImplementation agreement with TSU on turnaround

plan where necessary

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Other Key Actions Establish Ministerial Advisory Committee (MAC) and Civil Society

Reference Group (CSRG) Prepare annual assessment process Communication strategy Structural (policy, legal, systems changes)

Undertake studiesPolicy developmentLegal draftingIssuing RegulationsCirculars

Stakeholder ManagementBusinessDonors/ development partnersProfessional bodiesCivic formationsReligiousTraditional

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Other Key Actions …Political party engagementDesign and launch good citizenship campaignFunding and resource plan

Siyenza ManjeMSIGMIGStakeholders

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THANK YOU

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