Transcript OUTCOME 9: A Responsive, accountable, effective and

OUTCOME 9: A RESPONSIVE, ACCOUNTABLE,
EFFECTIVE AND EFFICIENT LOCAL GOVERNMENT
SYSTEM
PRESENTATION BY DIRECTOR-GENERAL: MR ELROY AFRICA
Thursday, 8 July 2010
Implementation Forum: Delivery Agreement for Outcome 9
Emperors Palace
Overview of Draft Delivery Agreement
OVERVIEW OF PRESENTATION
1.
2.
3.
4.
5.
6.
7.
Status quo progress report on completion of the Delivery
Agreement
Local Government System
What will be done differently to support local government?
Defining a Delivery Agreement
Linkage between Outcome, Outputs and Sub-outputs
Delivery partners’ roles and responsibilities
Institutional arrangements for management of the Delivery
Agreement
2
STATUS QUO OF OUTCOME 9 DELIVERY AGREEMENT
1st Implementation Forum was held on 4 June 2010
National, provincial and local
government
1st Draft Delivery Agreement presented (table format)
No additional comments received
Technical Implementation Forum was held on 28 June 2010
National, provincial, local
government and stakeholders
Finalize of roles and responsibilities towards the Delivery
Agreement (narrative & table format)
No additional comments received
2nd Executive Implementation Forum is held on 8 July 2010
National, provincial and local
government representatives
Receive final political and strategic comments and principle buyin on the draft Delivery Agreement
LOCAL GOVERNMENT SYSTEM IN SOUTH AFRICA
 48,5m people in 283 municipalities in SA
PROVINCE
Metros (A)
Local (B)
District (C)
TOTAL
Eastern Cape
1
38
6
45
Free State
0
20
5
25
Gauteng
3
8
3
14
KwaZulu -Natal
1
50
10
61
Limpopo
0
25
5
30
Mpumalanga
0
18
3
21
North West
0
21
4
25
Northern Cape
0
27
5
32
Western Cape
1
24
5
30
TOTAL
6
231
46
283
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STATE OF LOCAL GOVERNMENT: PROBLEM STATEMENT
Overall the system of local government is working, but it is in distress.There are many
failures & weaknesses that stem from external factors to internal ones in municipalities.
2007 Community
Survey Results –
Progress / Backlogs
Taking Differentiation forward: Work in Progress
Four proposed classes of municipalities
Derived from spatial, social, municipal
capacity and economic indicators. This index is
indicative of municipalities’ vulnerability:
Class 1: Very high vulnerability:
Local Municipalities: 57
District Municipalities: 12
Class 2: High vulnerability:
Local Municipalities 58
District Municipalities:11
Class 3: Medium vulnerability:
Local Municipalities: 58
District Municipalities: 13
Class 4: Low vulnerability
Metro’s: 6,
Local Municipalities: 58
District Municipalities: 12
National Treasury classification of municipal
capacity to implement the MFMA and the audit
opinions are also taken into consideration.
.
Once finalised, the new ‘segmented model’ of
differentiation will from the bedrock of the new
approach to supporting LG.
It will inform frameworks for support and
intervention developed for the LGTAS and for
implementation of Outcome 9.
OUTCOME 9: ROOT CAUSES
Local Government is a key part of the reconstruction and development
effort in our country. The aims of democratizing our society and growing
our economy inclusively can only be realized through a responsive,
accountable, effective and efficient Local Government system that is
part of a Developmental State. Root causes for some of the problems
experienced in the Local Government System include:
a.
b.
c.
d.
e.
f.
g.
Systemic factors, i.e. linked to model of local government;
Policy and legislative factors;
Political factors;
Weaknesses in the accountability systems;
Capacity and skills constraints;
Weak intergovernmental support and oversight; and
Issues associated with the inter-governmental fiscal system
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Supporting Local Government: What will be done
differently through the approach of Outcome 9?
PREVIOUS SUPPORT INITIATIVES
DELIVERY FOCUS FOR OUTCOME 9
Insufficient focus on support and systems for
effective implementation of policy and
programmes.
Outcomes-Based Approach: Doing things
differently: work ‘harder, faster and smarter’ for
efficiency, effectiveness and development
orientation of the public service.
1. Driven by technocrats with insufficient
guidance and oversight by the executive.
Hands-on political leadership, management,
and oversight.
2. Uncoordinated response to responding to
symptoms – pre-emptive solutions, rather can
application of cause and effect logic, or theory of
change.
Focus on underlying root causes of struggles
in local government; transcend the obstacles of the
past; new, focused ‘all-of-government’ approach to
improving LG performance
3. Progress managed through voluntary
intergovernmental cooperation, not well
monitored, poor accountability, uneven
responsiveness to need for change.
Stronger intergovernmental management
& coordination: Intergovernmental
Implementation Forums to monitor and report to
Cabinet regularly as per Delivery Agreement.
Supporting Local Government: What will be done
differently through the approach of Outcome 9?
PREVIOUS SUPPORT INITIATIVES
DELIVERY FOCUS FOR OUTCOME
9
Myriad IGR Structures
Refined and expanded mandate for
DCOG: A Single Window of
Coordination.
Parachuting projects into municipalities
Protecting the institutional
integrity of municipalities by working
together with the key structures of
coordination in each sphere. National and
provincial projects affecting a local area
must be included in the municipal IDP.
Addressing problems manifesting from
uncoordinated legislative amendments.
Structured review of policy and
legislation.
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DEFINING A DELIVERY AGREEMENT
 Delivery Agreements are collective agreements that in most cases
involve all spheres of government and a range of partners outside of
government. Combined, these agreements will reflect government’s
delivery and implementation plans for its foremost priorities.
Delivery Agreements may be thought of as charters.
 The Delivery Agreement serves as a basis for reaching agreement
with multiple agencies that are central to the delivery of the
outcome targets.
 The Delivery Agreement will have the legal status of Implementation
Protocols in terms of the Intergovernmental Relations Framework
Act.
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OUTCOMES APPROACH
The long term developmental results at a
societal level that is the logical consequence of
achieving specific outcomes
The medium-term results for specific
beneficiaries that are a logical
consequence of achieving specific outputs
The final products, or goods and
services produced for delivery
The processes or actions that use a range
of inputs to produce the
desired outputs and ultimately outcomes
The resources that contribute to the
production and delivery of outputs
IMPACTS
What we aim to change?
OUTCOMES What we wish to achieve?
OUTPUTS
What we produce or deliver?
ACTIVITIES
INPUTS
What we do?
What we use
to do the work?
STRUCTURE OF DELIVERY AGREEMENT
SECTION PURPOSE
Section 1
High level problem statement including vision for Outcome 9
Section 2
Identification of delivery partners
Section 3
Linkage of outputs to Outcome 9
Section 4
Actions required to achieve each output
Section 5
Indicators, baselines and targets for each output
Section 6
Synopsis of key activities, roles and responsibilities of delivery partners
Section 7
Risks, constraints and mitigation strategies
Section 8
Governance and reporting arrangements
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7 OUTPUTS
Output 1: Implement a differentiated approach to municipal
financing, planning and support (13 activities)
Output 2: Improving access to basic services 24 activities)
Output 3: Implementation of the CWP (7 activities)
Output 4: Actions supportive of the human settlement outcome
(12 activities)
Output 5: Deepen democracy through a refined Ward
Committee Model (13 activities)
Output 6: Administrative and financial capability (16 activities)
Output 7: A Single Window of Coordination (5 activities)
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LINKAGE BETWEEN OUTPUTS, SUB-OUTPUTS &
OUTCOME: OUTPUT 1
Simplified IDP’s for
smaller Municipalities
Simple revenue plan to
support the simplified
IDP’s
Top 6 Critical posts
audited and filled by
competent and suitably
qualified individuals
Detailed segmentation
of municipalities
More autonomy to 6
metro’s and top 21
municipalities in
respect of
Infrastructure and
housing delivery
DIFFERENTIATED
APPROACH TO
MUNICIPAL
FINANCE,
PLANNING &
SUPPORT
Crisp, concise
performance contracts
for municipal
managers
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LINKAGE BETWEEN OUTPUTS, SUB-OUTPUTS &
OUTCOME: OUTPUT 2
Established
Bulk
Infrastructure
Fund
Increased
household
access to basic
electricity
Established
Special Purpose
Vehicle
IMPROVED
ACCESS TO
BASIC
SERVICES
Increased
household
access to basic
refuse removal
Increased
household
access to basic
water
Increased
household
access to basic
sanitation
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LINKAGE BETWEEN OUTPUTS, SUB-OUTPUTS &
OUTCOME: OUTPUT 3
IMPLEMENTED
COMMUNITY WORK
PROGRAMME
CWP implemented in at
least two wards per
municipality
4.5 million CWP job
opportunities created by
2014
30% of job opportunities
associated with
functional cooperatives
by 2014
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LINKAGE BETWEEN OUTPUTS, SUB-OUTPUTS &
OUTCOME: OUTPUT 4
Increased
densities in
metros and
large towns
Expanded
national
upgrading
support
programme
ACTIONS TO
SUPPORT THE
HUMAN
SETTLEMENTS
OUTCOME
Coordinated
Grant
Framework
linked to Bulk
Infrastructure
Fund, SPV
Released public
land for low
income and
affordable
housing
17
LINKAGE BETWEEN OUTPUTS, SUB-OUTPUTS &
OUTCOME: OUTPUT 5
REFINED WARD COMMITTEE MODEL
TO DEEPEN DEMOCRACY
Review and
A new approach to Support measures to
strengthen the
better resource and ensure that 90% of
legislative
framework for Ward fund the work and
ward committees
activities of Ward
are functional by
Committees and
Committees
2014
Community
Participation
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LINKAGE BETWEEN OUTPUTS, SUB-OUTPUTS &
OUTCOME: OUTPUT 6
Improved audit
outcome of
municipalities
Strengthen anti corruption capacities
of municipality
Reduce municipal
debt
Increased municipal
spending on repairs
and maintenance
Reduced municipal
under spending on
CAPEX
Reduced municipal
overspending OPEX
IMPROVED MUNICIPAL FINANCIAL
AND ADMINISTRATIVE
CAPABILITY
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LINKAGE BETWEEN OUTPUTS, SUB-OUTPUTS &
OUTCOME: OUTPUT 7
Review policy
and legislation to
strengthen
coordination of
local government
SINGLE WINDOW
OF
COORDINATION
Coordination of
support,
monitoring and
other
interventions of
provinces and
municipalities
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SUMMARY TABLES: OUTPUT 1 - DIFFERENTIATED APPROACH
Output
Sub-Output
Indicator s
Baseline
Detailed
Segmentation model
MTAS profiles
Provincial and Local
Annual Reports
SLGR
Policy Review
Draft NUDF
1.2 Increased autonomy 6 metro’s and top 21
in respect of
municipalities by
infrastructure and
2014
housing delivery
•Accreditation as
Housing Providers
• Expanded MIG –
cities programme
2010 MIG Cities
Report
MTAS profiles
1.3 Simplified IDP’s
implemented in
identified smaller
municipalities
All identified smaller
municipalities have
simplified IDP’s by
2014
IDP’s focusing on
critical municipal
services supported
by a simple revenue
plan
Municipal systems
Act
Municipal Structures
Act
IGRF Act
1.4 Top 6 Critical
Municipal posts are
audited
2011 (Annual
Reports)
Audit report on the
status of municipal
posts
DCOG Skills audit
NT municipal and
provincial financial
performance reports
1.1Clearly defined
smaller municipalities
identified, in view of
envisaged
differentiation
1. Implement a
differentiated
approach to
municipal
financing,
planning and
support
Target
2011
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SUMMARY: OUTPUT 1 - DIFFERENTIATED APPROACH
Output
1. Implement a
differentiated
approach to
municipal
financing,
planning and
support
Sub-output
Target
Indicator
Baseline
1.5 Top 6 Critical
Municipal posts filled
by suitably qualified
and competent
individuals
2014
Audit report on the
status of municipal
posts
ASGISA Report on
critical skills
MTAS profiles
1.6 Municipal
Managers have signed
performance
agreements focusing on
implementing
simplified IDP’s with
simple revenue plans
and filling critical
vacancies with suitably
qualified competent
individuals
2014
Audit report on the
status of
performance
management
systems in
municipalities
•Performance
Management
Systems
•DCOG Quarterly
Reports
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SUMMARY: OUTPUT 2 – IMPROVED ACCESS TO SERVICES
Output
Sub-output
Target
Indicator
Baseline
2.1 Mechanism
2012 (BIF
2. Increased
established)
access to basic established to
improve reticulation
services
Established Bulk
Infrastructure Fund
(BIF)
CIP
MIG
PIG
Conditional grants
2.2 Instrument
established to
mobilise private
sector funding for
municipalities
2013 (SPV
operational)
Established Special
Purpose Vehicle
n/a
2.3 Increased
household access to
basic water
100% by 2014
Stats SA survey
Data on 92% of
households
of services, fund
bulk infrastructure
and support
procurement of land
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SUMMARY: OUTPUT 2 – IMPROVED ACCESS TO SERVICES
Output
2. Increased
access to basic
services
Sub-output
Target
Indicator
Baseline
2.4 Increased
100% by 2014
household access
to basic
sanitation
Stats SA survey
Data on 69% of
households
2.5 Increased
75% by 2014
household access
to basic refuse
removal
Stats SA survey
Data on 64% of
households
2.6 Increased
92% by 2014
household access
to basic
electricity
Stats SA survey
Data on 81% of
households
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SUMMARY : OUTPUT 3 – COMMUNITY WORK PROGRAMME
Output
3. CWP
implemented
Sub-output
Target
Indicator
Baseline
3.1 CWP
2 wards per
implemented in at least municipality by
two wards per
2014
municipality
No. of wards per
municipality were
CWP is
implemented
242 wards in 33
municipalities
implementing
CWP
3.2: 4.5 million CWP
job opportunities
created by 2014
No. of CWP job
opportunities
created
55 582 work
opportunities
% of job
opportunities
associated with
functional
cooperatives
N/A
4.5 million CWP
job opportunities
created by 2014
3.3: 30% of job
Progressive to
opportunities
2014
associated with
functional cooperatives
by 2014
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SUMMARY: OUTPUT 4 – SUPPORT TO HUMAN SETTLEMENTS OUTCOME
Output
4. Actions to
support the
Human
Settlements
Outcome
Sub-output
4.1 Increased densities
in metros and large
towns
Target
2014
Indicator
Baseline
1. Land Use
Planning and
Management Act
implemented
2. Reviewed spatial
development
framework
3. Finalisation of
National Urban
Development
Framework (NUDF)
Draft Land-use
Management Bill
Current studies and
audits
Linked to Output 1
on differentiation
Draft NUDF
4.2 Released public
land for low income
and affordable housing
2014
Amount of land
released for low
income and
affordable housing
in municipalities
4.3 Expanded national
upgrading support
programme; 400 000
households formalised
400 000 household
units in informal
settlements
upgraded by 2014
Number of
Draft NUDF
municipalities where
the National
Upgrading Support
programme is
implemented
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SUMMARY : OUTPUT 4 – SUPPORT TO THE HUMAN SETTLEMENTS OUTCOME
Output
4. Actions to
support the
Human
Settlements
Outcome
Sub-output
Target
Indicator
Baseline
4.4 Coordinated
progressive to
Grant Framework – 2014
aligned with BIF and
mechanisms for SPV
(Output 2)
Aligned and
integrated
National Grant
Coordination
Framework
MIG
PIG
Conditional grants
4.5 Clear national
Framework: 2011
norms and standards progressive to
(re powers and
2014
functions) for
different types of
municipalities and
settlement areas (to
Segmentation
model developed
(in alignment with
Output 1)
Classification
systems
SDFs
Functional
performance of
municipalities
(MDB
Assessments)
Assignment
Framework
be integrated with Output
1: development of
differentiated approach)
27
SUMMARY : OUTPUT 5 – REFINED WARD COMMITTEE MODEL
Output
Sub-output
Target
Indicator
Baseline
5. A Refined
Ward
Committee
Model to
Deepen
Democracy
5.1 Review and
strengthen the
legislative
framework for Ward
Committees and
Community
Participation
2010
Approved new Ward
Committee
Framework
(includes Outcome
12, part B on social
cohesion)
National
Framework:
Guidelines for
Establishment of
Ward Committees
5.2 A new approach
to better resource
and fund the work
and activities of
Ward Committees
2011
Approved Ward
committee Funding
model
Ward Committee
Handbook
5.3 Support
measures to ensure
that 90% of ward
committees are
functional by 2014
2014
90% of ward
committees are
functional by 2014
tbd
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SUMMARY : OUTPUT 6 – ADMIN & FINANCIAL CAPABILITY
Output
6. Improved
Financial and
Administrativ
e Capacity in
Municipalities
Sub-output
6.1 Improved audit
outcome of
municipalities
6.2 Reduced
municipal debt
Target
Indicator
Baseline
Reduced to 0% by
2014
Percentage of
municipalities with
disclaimers and
adverse opinions
31% of
municipalities
currently with
disclaimers and
adverse opinions.
Improved to 100% by
2014
Percentage of
municipalities with
unqualified audit
reports
tbd
Improved to 90% by
2014
a) Percentage of
average monthly
collection rate on
billings
b) Percentage of
municipalities with
current debtors
more than 50% of
own revenue.
tbd
Reduced to 12% by
2014
24% of
municipalities have
current debtors
more than 50% of
own revenue.
29
SUMMARY : OUTPUT 6 - ADMIN & FINANCIAL CAPABILITY
Output
6. Improved
Financial and
Administrative
Capacity in
Municipalities
Sub-output
Target
Indicator
Baseline
6.3 Reduced
municipal underspending on
capital
expenditure
(CAPEX)
Reduced to 30%
by 2014
Percentage of
municipalities that
are underspending on
CAPEX
63% of
municipalities are
currently underspending on
CAPEX
6.4 Reduced
municipal
overspending on
operational
expenditure
(OPEX)
Reduced to 4% by Percentage of
2014
municipalities that
are over-spending
on OPEX
8% of
municipalities that
are over-spending
on OPEX
6.5 Increased
municipal
spending on
repairs and
maintenance
Reduced to 45%
or less by 2014
92% of
municipalities are
spending less than
5% of OPEX on
repairs and
maintenance
30
Percentage of
municipalities
spending less than
5% of OPEX on
repairs and
maintenance
SUMMARY : OUTPUT 7 – SINGLE WINDOW OF COORDINATION
Output
Sub-output
7. A Single
Window of
Coordination
7.1 Reviewed
policy and
legislation to
strengthen
coordination of
local
government
7.2
Coordination of
support,
monitoring and
interventions in
provinces and
municipalities
Target
Indicators
Baseline
2014
DCOG is
clearing house
for newly
proclaimed Acts,
White Papers,
regulations etc.
Current
legislative and
policy
environment for
local
government
2014
a) Revised
National
CapacityBuilding
Framework
(NCBF)
b) Rationalisation in
number of
Interventions
Current NCBF;
Current support
and deployment
initiatives for
LG
31
DELIVERY AGREEMENT: NATIONAL DELIVERY PARTNERS
National Departments will:
a) Prepare detailed Implementation Plans to support Outcome 9
b) Liaise with their sector and better organise intergovernmental
support, e.g. DWA working with their Regional Offices,
Provinces, municipalities and WSA’s re water access and
management
c) Support and monitor Provincial Sector Departments and
municipalities to implement the interventions agreed upon;
and
d) Report on the sector commitments made in the IDP’s to
support Outcome 9 and the LGTAS.
32
DELIVERY AGREEMENT: DELIVERY PARTNERS
OUTPUTS
Output 1: A differentiated approach to
Municipal Financing, Planning and Support
implemented
NATIONAL DELIVERY PARTNERS AND
STAKEHOLDERS
National Treasury; Human Settlements; National
Planning Commission; Department of Traditional
Affairs; Rural Development and Land Reform;
DPSA; Dept of Higher Education; Municipal
Demarcation Board; DBSA; SALGA; Professional
Councils; Research institutions
Output 2: Increased access to basic services National Treasury; SALGA; DWAE; Energy; Rural
Development and Land Reform; DBSA
Output 3: CWP implemented
National Treasury; Department of Traditional
Affairs; Public Works; DWAE; Rural Development
and Land Reform; Department of Agriculture,
Forestry and Fisheries; Tourism;
For provincial and municipal role-players – see draft Delivery Agreement
33
DELIVERY AGREEMENT: DELIVERY PARTNERS
OUTPUTS
NATIONAL DELIVERY PARTNERS AND
STAKEHOLDERS
Output 4: Actions to support the Human
Settlements Outcome
National Treasury; Human Settlements; Housing
Development Agency; National Planning
Commission; Department of Traditional Affairs;
Rural Development and Land Reform; SALGA;
SACN; Research institutions.
Output 5: A Refined Ward Committee
Model to Deepen Democracy
National Treasury; Department of Traditional Affairs;
SALGA;
Output 6: Improved Financial and
Administrative Capacity in Municipalities
National Treasury; Office of the Auditor-General;
DPSA; SALGA; Law Enforcement Agencies.
Output 7: A Single Window of Coordination
The Presidency; DPSA; National Treasury; relevant
sector departments; SALGA; Dept. of Justice; MDB;
State Law Advisory Services; Research institutions.
DELIVERY AGREEMENT: PROVINCIAL DELIVERY
PARTNERS
Provincial Departments will support, monitor, and report on
provincial sector performance regarding:
a) Alignment with the outputs of Outcome 9
b) Their respective roles and responsibilities under the
coordinated leadership of the provincial departments
responsible for Local Government, and the Offices of the
Premiers
c) Local government support activities should ensure:
 Better spending and outcomes
Alignment with resource commitments in IDPs
35
PROVINCIAL DELIVERY PARTNERS (cont)
d) Better communication and involvement of municipalities
and communities in planning and execution of
appropriate provincial functions, e.g.

Municipal and public participation in provincial sector
programmes
e) Improved oversight of municipalities in their areas of
concurrency
f) Quarterly monitoring and reporting on the
implementation of the LGTAS (provincial interventions
by provincial sector departments as well as municipal
turnaround strategies)
36
DELIVERY AGREEMENT: LOCAL DELIVERY PARTNERS
Municipalities have central role in each of the 7 Output areas, which includes:
a)
i.
ii.
iii.
Must reflect and report on their own performance and identify their own tailormade turnaround strategies, in conjunction with the Provincial Office of the
Premier, Department of Local Government and National and Provincial Sector
Departments.
The Municipal Turnaround Strategies (TASs) will follow a differentiated approach,
based upon the diagnostic of the situation in every municipality and must be
included in the IDPs of municipalities (utilising Provincial Assessments, Municipal
Section 46 and Bi-annual reports).
Must be involved in the identification and initiation of CWP sites. This will be in
conjunction with the Provincial Office of the Premier, Department of Local
Government and National and Provincial Sector Departments. The implementation
of CWP will follow the national norms and standards of the programme.
37
DELIVERY AGREEMENT: OTHER DELIVERY PARTNERS
Delivery partners, outside of government, broadly include the
following:
 SALGA
 State entities: DBSA; LGSETA; Water Boards; Eskom, Transnet, etc.
 Business community
 Donors/ development partners
 Professional bodies, such as SAICE, IMFO
 Civic formations
 Traditional leaders
Each of these delivery partners has been allocated a specific role and
responsibility within each output
38
INSTITUTIONAL ARRANGEMENTS REQUIRED FOR THE DELIVERY
AGREEMENT
THANK YOU!
Working Together to Turn the
Tide on Local Government