South African Local Government Association: briefing
Cooperative Governance and Traditional Affairs
14 November 2006
Meeting Summary
A summary of this committee meeting is not yet available.
Meeting report
PROVINCIAL AND LOCAL GOVERNMENT PORTFOLIO COMMITTEE
14 November 2006
SOUTH AFRICAN LOCAL GOVERNMENT ASSOCIATION: BRIEFING
Chairperson: Mr S Tsenoli (ANC)
Documents handed out:
Draft Committee Annual Report 2006
Draft India Oversight Visit Committee Report
[available once adopted at Committee
Reports]
South African Local Government Association
(SALGA) website
SUMMARY
The Committee met with the South African Local Government Association
Chairperson to receive a political overview of the Association as the Chief
Executive Officer and Chief Finance Officer had already provided an operational
report. Accountability and service delivery were core objectives at the local
government level. SALGA explained that it had undergone an organisational
change process in 2004. Monitoring systems had been established to track the
organisation’s performance. SALGA requested parliamentary committee meeting
timetables in advance to ensure timely and meaningful preparation and input. It
reported that international local government associations expressed much
interest in the South African local government structures. Memorandums of
Understanding were in place with certain regional governments.
Members asked about the capacity of SALGA provincial associations, future
government funding for SALGA, how smaller municipalities with limited tax bases
could be assisted, whether SALGA leadership reflected the minority political
parties, adjustment of membership fees for poorer municipalities, public
participation in local government, salaries paid to municipal managers, how to
improve the productivity levels of councillors and the decentralisation of
powers and functions to the local level. Other comments were that SALGA had to
organise better representation in the National Council of Provinces and the
responsibility to train councillors had to be clearly assigned.
MINUTES
The Chairperson stated that the intention of the meeting was to receive a
political overview of the South African Local Government Association (SALGA)
from the SALGA Chairperson. Key challenges would be outlined that could be
tackled in an integrated manner incorporating the Portfolio Committee where
appropriate. Accountability and service delivery were core target areas.
South African Local Government Association (SALGA) presentation
Councillor Amos Masondo (SALGA Chairperson) declared that SALGA now operated in
an acceptable manner following a process of organisational change. A change of
leadership had occurred at the political, administrative and management levels
in 2004. A forensic audit had been completed and a consequent report was now
available. Allegations of impropriety had been forwarded to the National
Prosecuting Authority for further investigation. The forensic report had
revealed serious shortcomings in internal controls within the organisation.
SALGA existed as a quasi-government structure that had to interact with a range
of different stakeholders. Systems had been established to track the
performance of the organisation. SALGA officials attended numerous
parliamentary committee meetings. For example, 150 meetings were attended in
2005/6 out of a total potential of 188 meetings. The quality of input at
meetings had dramatically improved. However, problems around co-ordination of
stakeholders remained. Certain meetings were arranged at short notice or
cancelled at the last minute. A timeframe of planned meetings was required to
assist SALGA in adequately preparing in advance to ensure meaningful input at
meetings. A letter had been written to the National Council of Provinces (NCOP)
Chairperson to obtain the meeting schedule for related committees in the short
term to allow timely preparation and planning.
The SALGA national office would support the provincial offices in this regard
so that meaningful contributions could be made in stakeholder meetings Strong
international demand existed for SALGA to interact with similar international
organisations and stakeholders. South Africa possessed unique local government
structures that international bodies sought to emulate. South Africa’s local
government system remained topical at multi-lateral institutions such as the United
Nations and the European Union. The Johannesburg Metro had developed a
knowledge centre model that had attracted significant interest in terms of
stakeholder interaction. SALGA also focused attention on other international
models in order to derive relevant information to adapt to local conditions.
For example, the United Cities and Local Governments (UCLG) had been
established in Paris in 2004. SALGA had played a prominent role in establishing
a similar organisation in Africa, namely, UCLG-Africa. SALGA made financial
contributions to ensure that the Africa body was established. SALGA also
interacted with local government bodies in other countries. A Memorandum of
Understanding (MOU) with stakeholders had been signed at the Afrocity Summit.
Other MOUs would be signed with certain regional countries. SALGA was cautious
not to sign agreements with partners that would prove difficult to implement.
Relationships had been established with local government associations in other
African countries such as Nigeria, Mali and Sierra Leone. The international
unit within SALGA would be strengthened by means of capacity-building.
Discussion
The Chairperson asked whether the SALGA executive was satisfied with the
present mandating system that issued instructions to the members. Further
information was requested on the capacity of SALGA provincial offices.
Mr P Smith (IFP) asked for an assessment of the new group of municipal
councillors and whether corporate memory had been retained. He asked whether
the long-term plan for SALGA involved complete independence from government
funding and total reliance on member’s contributions. Comment was sought on the
envisaged single public service model and its implications for SALGA.
Mr B Solo (ANC) asked how smaller municipalities with limited tax bases would
be assisted to improve capacity and drive enhanced service delivery. The
international unit had to be strengthened to further advance the sound
international endeavours.
Mr S Mshudulu (ANC) noted the large number of meetings that SALGA officials had
to attend and acknowledged the strain it placed on the organisation. Detail was
requested on the current programme with the Department of Provincial and Local
Government and how activities could be co-ordinated to avoid duplication.
Inconsistencies in the various SALGA provincial offices had to be identified
and addressed. Experiences at the African and international levels had to be
incorporated into best practice. Johannesburg served as a sound example for
integration at the local government level. Plans had to be devised to improve
local government service delivery.
Mr W Doman (DA) stated that SALGA existed as a statutory body run by
politicians. He noted that significant numbers of Inkatha Freedom Party
councillors existed in Kwazulu-Natal and Democratic Alliance councillors in the
Western Cape and he asked whether the SALGA leadership positions adequately
reflected this fact. The Chairperson of SALGA also served as the Mayor of
Johannesburg, a position that involved much responsibility and effort, and he
asked whether SALGA would be better served by individuals that did not have
additional responsibilities and that could devote total attention to the organisation.
SALGA had to organise better representation in the NCOP. Membership fees
contributed to the SALGA operating budget but severely handicapped smaller
municipalities with low tax bases. The fee structure was determined at the
SALGA conference and then approved by the same individuals at municipal
councils. The fee structure could be adjusted to accommodate smaller
municipalities. The responsibility to train councillors had to be clearly
assigned. Further information was requested on the SALGA pension fund system
such as demands on municipalities. SALGA as a salary bargaining council was an
important task. He asked whether SALGA could give guidance to the issue of
salaries paid to municipal managers and establish some level of normality in
the public interest.
Mr Masondo declared that the SALGA national executive committee managed affairs
at a central level. Previously, numerous working groups had tended to
complicate matters by taking unilateral decisions and operating in isolation to
some extent. Now central decisions were taken. Officials had to act in a
responsible manner at the provincial level in accordance with the SALGA
constitution. Provincial associations were no longer semi-autonomous bodies and
all staff were paid from the SALGA Head Office. All provincial association
heads were referred to as deputy-CEOs. Institutional memory was lost when
councillors were changed following elections. However, certain individuals did
return to facilitate some retention of knowledge. A certain percentage of personnel
had to be retained to continue the institutional memory. SALGA wanted to be
financially independent in the long-term. Associate memberships would be
established with academic and professional organisations that would pay fees to
SALGA and contribute to training initiatives. For example, municipal managers
could engage with students at tertiary institutions to provide valuable insight
and advice. Experienced and knowledgeable Metro officials could also assist
smaller municipalities in addressing basic service delivery issues in line with
Project Consolidate.
SALGA
supported the notion of a single public service as the model would allow skills
migration across the public sector. Discrepancies between salaries and working
conditions would be eradicated. For example, nurses employed by a provincial
government earned more than those employed by a municipality while working in
the same hospital. A single civil service would improve the quality of
facilities at the local level. Attempts would be made to make more financial
resources available for service delivery in smaller municipalities by reducing
budget allocations for salaries and other expenditures. SALGA had to be
committed to improving service delivery and development at the local government
level. Migration to urban areas was an international phenomenon that was the
subject of much debate at multi-lateral institutions. Africa would continue to
experience significant growth in urban settlements. Urbanisation was a reality
that necessitated wide-ranging government planning and preparation.
International migration had a distinct impact on local populations. Many
Africans were residing in European cities.
SALGA had a history of working with minority political parties and encouraged
co-operation between opposition parties at the municipal level and particularly
within the Metros to improve quality of life. For example, SALGA would support
the promotion of inter-party relations in the Cape Town Metro. The
establishment of a Chief Executive Officer (CEO) at SALGA had contributed to
better overall hands-on management. The CEO would also play a role in extending
capacity within the organisation through an injection of experience. Permanent
representation at the NCOP would be pursued. SALGA requested Parliamentary
Committee plans in advance to assist with internal planning. Membership fees
were necessary to ensure the continuation of SALGA. Training of councillors
would commence in partnership with tertiary institutions. Councillors had to be
elected and therefore required a requisite level of popularity. However,
elected councillors also had to possess adequate levels of skills to ensure
service delivery. Therefore, councillors would receive academic training to
acquire a particular skills level and add value. Councillors served five-year
terms of office that provided ample opportunity for skills enhancement.
Training would be conducted in conjunction with other stakeholders. An
integrated pension fund was necessary to promote efficiency and improve returns
for pension fund members. The salaries of municipal managers had to find a
balance between the need to attract necessary skills by offering competitive
salaries but to remain within a realistic framework. Specific skills would
require market-related salaries.
Ms M Gumede (ANC) referred to the discrepancy in pay between full-time and
part-time municipal councillors and asked whether the issue would be addressed.
Certain part-time councillors complained of similar workloads to full–time
councillors for less remuneration. She asked how SALGA would improve the
productivity levels of under-performing councillors. The capacity of
councillors had to be evaluated to devise meaningful training programmes and
gauge performance.
The Chairperson asked whether SALGA regarded public participation in Local
Government as an important aspect of the sector in general. Adequate levels of
public consultation would enhance the overall image of local government. He
asked whether certain powers and functions could be devolved from the
provincial level to local government. Detail was requested on the pace and rate
of decentralisation.
Mr Smith referred to the legislative process and asked whether key problem
areas were addressed in legislation. He asked whether SALGA was involved in
identifying crucial problem areas to be addressed through legislation in
partnership with the Department.
The Chairperson reminded Members that the Committee could also propose
legislative amendments if the need arose. SALGA could develop a legislative alert
system to notify members of key legislative amendments and to propose changes
to the existing legislative framework.
Mr Smith stated that the Committee had previously agreed to produce a Members
Bill to introduce changes to local government legislation.
The Chairperson agreed that this could be done in collaboration with key
stakeholders. The Committee would focus extensively on the issue of migration
next year. Levels of migration had to impact on infrastructure investment
strategies and decisions.
Mr Masondo responded that public participation in local government was
important and the culture of communication had to be strengthened further. Road
shows took place in certain municipalities where officials engaged with the
public on important issues. Emphasis was placed on allowing people to raise
issues. Petitions were raised in councils on certain issues that tended to then
“get lost” in the system. A petitions and public participation committee had
been established in the Johannesburg Metro to ensure that petitions were dealt
with. The committee could summon relevant individuals to account for progress
in addressing the petition’s demands. All stakeholders should strive to deepen
public participation and democracy in local government. Decentralisation of
powers and functions had to occur. Certain functions should be located in their
proper place. For example, municipalities with the requisite skills should be
able to repair broken water pipes at schools that currently were the preserve
of provincial departments.
The Chairperson asked whether service level agreements were functioning in an
optimal manner.
Mr Masondo replied that many service level problems were practical in nature
and should be corrected at the local government level in the interests of
efficiency.
Mr Smith stated that agency agreements would allow competent municipalities to
carry out certain functions.
Mr Masondo declared that certain pieces of legislation should be re-examined.
Some private sector companies tended to bypass the municipalities and obtain
permission from the provincial government to carry out certain functions. The
legislative framework should be re-examined in a collective manner to
facilitate efficient service delivery.
The Chairperson stated that existing legislation was intended to be an interim
measure until final legislation was produced. Discussion with the Department of
Land Affairs could be held to improve the planning principles of the
legislation. The assistance offered by the National Treasury to small rural
municipalities served as an interesting example of one-country-one tax-base.
Mr Mshudulu asked what steps the Department could take to assist SALGA in
meeting its objectives.
The Chairperson referred to the annual strategic planning workshop with the
Department where key challenges were outlined and appropriate strategies
devised. SALGA could make input at the workshop. The two reports could not be
adopted due to the lack of a quorum. Certain additions would also be made to
the reports in the short term and would be adopted at another meeting.
The meeting was adjourned.
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