BACK TO BASICS Serving Our Communities Better

1 9/18/20141 DEPARTMENT OF COOPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS PROGRAMME OF ACTIONBACK TO BASICSS erving Our Communities BetterMinister Pravin Gordhan18 September 2014 TAKING LOCAL GOVERNMENT FORWARDP utting people first and engaging with communitiesPutting people first and engaging with communitiesDelivering basic servicesDelivering basic servicesGood governanceGood governanceSound financial managementSound financial managementBuilding capabilitiesBuilding capabilities9/18/20142 WHAT IS LOCAL GOVERNMENT EXPECTED TO DO? Democratic and accountable government Community responsiveness Sustainable service provision Socio economic development Safe and healthy environment Community involvement Public service cultureWHAT MAKES A GOOD MUNICIPALITY?

2 Political and administrative stabilityAll committees council/management meet, good political/adminAlignment of spending & IDP, CAPEX spent, 7% budget on maintFinancial Management: Clean/Unqualified auditsInstitutional management: Clear Policy and delegation frameworksCommunity satisfaction: Measurable annually. 9/18/20143 WHAT MAKES A POORLY FUNCTIONING MUNICIPALITYP olitical and administrative instability, factionalismCommittees don t meet, fraud & corruption, suspensions & vacanciesLow service delivery, outages, asset theft, poor maintenanceQualified/Disclaimer/non-subm ittal of auditsInstitutional management: Policies overridden, no delegationsCommunity satisfaction.

3 High number community protestsLOCAL GOVERNMENT S DELIVERY OF SERVICES Insert the bar-graph showing municipal performance on page 5 of the Local Government Back to BASICS Discussion Document-general service delivry9/18/20144 Over a third are doing wellA third have the potential to do wellJust under a third are not doing wellCOGTA srecent assessment of the performance of municipalities showed: OUR ACHIEVEMENTSWall to wall democratic municipalitiesSignificant scale of service deliveryIntegrated transportInnovative practices ensuring sustainability and resilience9/18/20145 ChallengesInsufficient institutional capacityLow rate of revenue collectionUnskilled or incorrect personnelSlow service deliveryInadequate public participationWard councillors & committeesSocialdistance of officialsmiddlebottomtop Municipalities performing unacceptably Corruption.

4 Negative Audits Poor service delivery No community engagement Above average performance Deliver on developmental mandate Innovation BASICS being performed Acceptable service delivery Functioning below acceptable levelGETTING THE BASICS RIGHT TO SERVE OUR Communities BETTER9/18/20146 WHAT DOES GETTING THE BASICS RIGHT MEAN? 1 Putting people first: let s listen and communicateAdequate and community-oriented service provisionGood governance administrationRobust institutions & administrationSound financial management & accounting1234521 Get all municipalities out of the dysfunctional state No one below the middle pathOUR PRIORITIES3 Support and incentivise municipalities on the top path to remain thereTargeted and brisk response to corruption and fraud Support municipalities on the middle path to progress to the top path And stay there9/18/20147 BACK TO BASICSP roviding a basket of basic

5 ServicesRepairing PavementsWorking street lightsPatching potholesBACK TO BASICSP roviding a basket of basic servicesCutting the grassFixing leaking tapsKeeping the municipality clean9/18/20148 Basic Service Delivery Develop comprehensive infrastructure plans Implementation of maintenance plans (7% OPEX) National and Provincial Rapid Response and technical teams established and strengthened Service delivery interruptions monitored at a national TO BASICSNo service failureswhere there are, restore them urgently!9/18/20149 BACK TO BASICSGOOD GOVERNANCEC lear delineation of roles and responsibilitiesFunctional structuresOversight in place without any interferenceProper system of delegation to ensure functional administrationTransparency.

6 Accountability and community engagement9/18/201410 RESPONSIVE ADMINISTRATIONC ompetent and capable people and performance managementCompetent and capable people and performance managementFunctional delegationsFunctional delegationsRegular interactions between management and organised labourRegular interactions between management and organised labourShared scarce skills services at district scarce skills services at district organograms aligned to municipal development strategyRealistic organograms aligned to municipal development strategySOUND FINANCIAL MANAGEMENTP roper record keeping and production of annual financial statements.

7 Credit control, internal controls and increase the revenue base Cut wasteful expenditure including monitoring overtimeFunctional Supply Chain Management structures with appropriate oversight9/18/201411 Serious consequences for corruption, fraud and maladministration. Action will be taken in this regard, including asset forfeiture and civil claims (lifestyle ) Greater transparency and scrutiny for supply chain management Private sector and civil society must assistACTING AGAINST CORRUPTION Regular ward report backs by councillors Clear engagement platforms with civil society Transparent.

8 Responsive and accountable Regular feedback on petitions and complaintsSUBSTANTIVE COMMUNITY INVOLVEMENT 9/18/201412 Spatial planning SPLUMA requires coordination in land use planningPublic Transport is nationally coordinated but locally implementedHuman settlements needs coordination betwdelivery agencies & municipalitiesNational demands not matched by municipalities capacity to deliverGovernment Departments and Agencies delivery at local not coordinatedCoordination in the entire water and sanitation value chain INTERGOVERNMENTAL DELIVERY COORDINATIONINTERGOVERNMENTAL DELIVERY COORDINATION Strong coordinated planning and implementation IDPs must become National, Provincial and Local action plans National programmes must fit into local plans Coordinated planning and delivery to create decent living and working conditions9/18/201413 SERVICE DELIVERY INTERMINISTERIAL COMMITTEE (IMC)President JG Zuma has established the inter-ministerial task team on service delivery.

9 This is led by Minister Pravin GordhanThe purpose of the Task Team is to fast-track service delivery in areas where there are bottlenecks, quickly respond to areas where there are service delivery problems and ensure that general service delivery is to promote a harmonious relationship between traditional leadership and local in IDP s and community consultation processes including land use access to land for development LEADERS9/18/201414 All municipalities contain both urban and rural contexts within their JG Zumain SONA2013 raised the following issues.

10 Rapid urbanisation from 63% to 70% by 2030 Apartheid Spatial patterns still persist Rural development remains a priority As part of the NDP, all three spheres must manage urbanisation to contribute to rural developmentINTEGRATED URBAN DEVELOPMENT FRAMEWORKINTEGRATED URBAN DEVELOPMENT FRAMEWORKA shared understanding across government and society about how urbanisationshould be managed to ensure resilience and , safe, Liveable, safe, efficient cities and towns that are socially integrated, economically inclusive and globally competitive, STRATEGIC GOALSA ccess, growth, governance, spatial transformationPOLICY LEVERST hese ensure there is Integrated spatial planning, transport.