The restructured SALGA Presentation to Parliament on 24 April 2002

Our Vision An integrated, sustainable organised local government association that: Acts as the voice of local government in provincial, national, regional and international relations; Supports and strengthens the capacity of municipalities; and Serves as a centre for knowledge and information management by the provision of professional value-adding products and services.

Key Services & Products Voice of Local Government Policy Formulation Research Discussion Papers Briefing notes Advocacy Submissions Press releases Negotiations Position papers Agreements Regulation Guidelines Accreditation Country Representation Presentations at regional and international fora

Key Services & Products Supporting & Strengthening Municipal Capacity Needs Analysis National Capacity Building Strategy including: National Skills Plan National Skills Development Strategy Capacity Building Training Exchange programmes Coaching & mentorship (Knowledge sharing) CB Programmes CB materials Co-ordination of initiatives Local Joint ventures International Partnership Agreements

Key Services & Products Centre for Knowledge & Information Management Collecting Information Research Papers Case study anthologies Databanks Packaging Information LG Portal Newsletters Publications Yellow pages Disseminating Information Intranet/enterprise system Print/Fax-on-demand Building Communities of practice Learning Networks

Key Clients & Stakeholders Municipalities Councillors Municipal Officials Stakeholders National govt Provincial govt Local communities Parliament

The Case for Change SALGA SWOT Analysis Organisational structure not aligned to organisation’s strategy Failure to effectively source & optimally use all competencies & networks existing in the organisation and sector Lack of systems and/or improper systems and clear lines of responsibility Lack of cohesion between PLGAs & SALGA Lack of a strong financial & human resource base to drive capacitation Lack of competence in technical areas in which SALGA is required to give input Lack of sufficient human resources to adequately comply with mandate Lack of profile & failure to market itself as the focal point of local government to all stakeholders Too high dependence on national funding & failure to secure donor funding SALGA not owned by individual Councillors in municipalities

Desired State An integrated & coherent SALGA administration, ensuring that the components of strategy, process, structure & people are aligned to realise organisational goals Strategy Align organisational & departmental strategies Align national & provincial strategies Effective planning & control systems Effective co-ordinating mechanisms People Technology Integration Open communication channels Integrated information systems Clear roles & accountabilities Defined Competencies Business Processes Well defined processes Effective decision-making mechanisms

Administrative Structure Office of the CEO SALGA Enterprises CEO Programmes Director Manager Marketing & Communications Manager External Relations Director: Director: Director: Corporate Services Policy & Strategy Human Resources Development Chief Knowledge Officer Manager Manager Manager Manager Manager Manager Manager Finance Policy & Parliamentary Labour Capacity & Admin HR Research IGR Services Relations Building Functional Teams Functional Teams Functional Teams Functional Teams Director: Province x9 Finance & Communications Policy & Labour Relations Capacity Building Officer(s) Admin Intergovernmental Officer Officer(s) Officer Relations Officer

Design Principles Retain the status quo in terms of provincial structures & suggest alignment and standardisation of business processes to the national office A hierarchical organogram that emphasises blue-print for standardisation, service delivery and efficiency of service Clearly defined roles & responsibilities Standard conditions of service, policies & procedures and organisational processes Even & complimentary accountabilities across the organisation Focus on relationship management Enhance performance in terms of predetermined key performance indicators Based on clearly defined governance principles and ring-fenced accountabilities

Core Elements of Model Tight-Loose Management Strategy, performance goals and budget allocations determined nationally Central planning, budgeting and performance tools used to drive cohesion, standardisation and performance National/provincial co-ordination through Programme Director and function-based teams consisting of national & provincial reps Provincial administrations retain flexibility regarding day-to-day operations & able to cater for local needs through provincial business planning process

Timelines June 2002 December 2002 June 2003 Build National Capacity 9 Managerial Posts filled New PM system New HR policies New IT strategy New Governance charter Migration to new structure Roll-out PM & MPD/WSP Roll-out HR Policies Strengthen Provincial systems & infrastructure Build National Capacity Build Provincial Capacity National Micro Design Population of National admin Strengthening of planning & control systems & architecture Restructuring 01/07/02: Birth of New SALGA S197 Transfer of provincial Administrations Provincial micro design Agreement on new Municipal levies 1 July 2003 - Municipal levies paid directly to SALGA Financial Integration Preparations for the direct payment of levies to SALGA