Mr. E.N MASEKO CoP Practitioner LG Service Charter: Investing in Good Governance and Modernisation of Government Approaches, Strengthening Community Interface, Sound Labour Relations and Professionalisation Mr. E.N MASEKO CoP Practitioner

CONTENTS Introduction and Background Legislative Mandate Professionalisation of the Sector Preamble Charter Objectives SALGA Strategic Objectives Relationship: Municipal Service Charter and Batho-Pele Principles Roll-Out Approach Reference Group: Functions and Composition Localised Service Charter Framework

INTRODUCTION & BACKGROUND The Charter is a commitment between the SALGA, IMATU and SAMWU. It is a written and signed document, which sets out the partners’ roles and responsibilities to improve performance, enhance and fast track the delivery of services to improve the lives of our people. The Charter is a joint initiative by parties at the SALGBC

LEGISLATIVE MANDATE The Constitution of the Republic of South Africa, 1996 – Act 108 requires the following of local government: Section 152 :- (1) Objects of local government: to provide democratic and accountable government for the local communities; to ensure the provision of services to communities in a sustainable manner; to promote social and economic development; to promote a safe and healthy environment; and to encourage the involvement of communities and community organisations in the matters of local government. (2) A municipality must strive, within its financial and administrative capacity, to achieve the objects set out in subsection (1).

LEGISLATIVE MANDATE Section 195 :- Basic values and principles governing public administration – (1) Public administration must be governed by the democratic values and principles enshrined in the Constitution, including the following principles: A high standard of professional ethics must be promoted and maintained. Efficient, economic and effective use of resources must be promoted. Public service must be development-oriented. Services must be provided impartially, fairly, equitable and without bias. People’s needs must be responded to, and the public must be encouraged to participate in policy-making. Public administration must be accountable. Transparency must be fostered to provide the public with timely, accessible and accurate information. Good human-resources management and career development practices, to maximise human potential, must be cultivated. Public administration must be broadly representative of the South African people, with employment and personnel management practices based on ability, objectivity, fairness, and the need to address the imbalances of the past to achieve broad representation.

LEGISLATIVE MANDATE Local Government: Municipal Systems Act, Act 32 of 2000 (2011 Amendment): Section 6:- Duties of municipal administrations. … (2) The administration of a municipality must: be responsive to the needs of the local community; facilitate a culture of public service and accountability amongst staff; take measures to prevent corruption; establish clear relationships, and facilitate co-operation and communication, between it and the local community; give members of community full and accurate information about the level and standard of municipal services they are entitled to receive; and inform the local community how the municipality is managed, of the costs involved and the persons in charge

PROFESSIONALISATION OF THE SECTOR The HRM&D Strategy Model (SALGA: 2013): Core Competence of a Strategic HR Function (Segment) Core Competence of a Strategic HR Function Relationship Builder Change Facilitator Trusted Advisor Service Excellence Enabler Human Resource Management and Development Expert Municipal HR Professionals Direct Link and Support for the Service Charter

PROFESSIONALISATION OF THE SECTOR: FOUR PILLARS 1. LOCAL GOVERNMENT SERVICE ORIENTATION   Expected Behaviour/Outcome This is related to the conformance by all elected and appointed officials of high standards of professional ethics, conduct and behaviour appropriate to serving the public. This will be achieved through reinforcement of programmes linked to Batho Pele and the Local Government Service Charter and the Code of Conduct in the Municipal Systems Act and the introduction of a management of a conflict of interest by enabling financial disclosures and managing the risks of fraud and corruption in the sector. 2. LEADERSHIP AND MANAGERIAL PROFESSIONALISM This will entail competence (knowledge and skills) and a high level of analytical ability in wide array of areas or disciplines such as governance, strategic capability, leadership, policy analysis and development, programme and project management, human resource and financial management, change and risk management, knowledge management, service delivery innovation, interpersonal relations, mediation, conflict management, diversity management and the display of exemplary ethical conduct. Building a pipeline of leaders and managers at all levels to ensure professionalism will be developed through national development programmes coupled to the establishment of a purpose-built SALGA Centre for Leadership and Governance.

PROFESSIONALISATION OF THE SECTOR: FOUR PILLARS 3. TECHNICAL PROFESSIONALISM   Expected Behaviour/Outcome This refers to the acquisition / application of specialised / technical high-level competence (knowledge and skills) in terms of the norms and standards required for a relevant occupation / profession at various levels within the local government context. This will be facilitated through various recognised statutory and non-statutory bodies (involving Ministerial criteria to be adhered to, other than statutory requirements in the case of statutory bodies) in consultation with relevant mandated sector departments. The recognised professional body will certify the level of competence (knowledge and skills) that will also ensure continuous professional development to enable career development and progression as well as provide annual reports on such to the Minister of CoGTA. 4. INSTITUTIONAL PROFESSIONALISM To promote administrative practices that ensures an effective, efficient, accountable and responsive local government system to optimise service delivery. This will be facilitated through the introduction of proper policies, practices, processes, systems and structures to institutionalise and embed professionalisation in local government. Much like in other related pillars of professionalisation, norms and standards will underpin the implementation approach at both sectoral and local levels.

SERVICE CHARTER: PREAMBLE We, the parties in the South African Local Government Bargaining Council (SALGBC) representing the Employees and Employers in local government: Affirm our commitment to upholding the values and principles of public administration enshrined in Section 152 of the Constitution and other laws, policies and frameworks. Uphold the Constitutional responsibility of the local government sphere as clearly articulated in the Bill of Rights to deliver services to the citizenry. Note the continued efforts of the State and organised local government in building a developmental State that is inclined towards addressing the needs of the majority of the population particularly that had been historically disadvantaged. Acknowledge the service delivery challenges in local government. Equally concerned about the increasing manifestation of the corruption in local government and the negative impact it has on the socio-economic and the political landscape of the country. Believing in the rich history of our democratic dispensation, which entrenches values and principles of human rights, social, economic and political rights. Motivated by the proven value of collaboration in building a new South Africa; and encouraged by the willingness of all parties in working towards a common goal of finding mutually-beneficial solutions to our common challenges. Commit ourselves to the Charter.

CHARTER OBJECTIVES Improve service delivery programmes; Reinforce the partners’ commitment to service delivery improvement for the benefit of all citizens Clarify rights and obligations of each of the parties; Acknowledge and reward excellent performance; Professionalise and encourage excellence in local government; Enhance performance; Facilitate a process to define service standards in local government; Strengthen processes and initiatives that prevent and combat corruption; Facilitate social dialogue among partners; Help our municipalities rise to the challenge of treating citizens with dignity and meeting their expectations and demands equitably and fairly; and Ensure effective, efficient and responsive municipalities

SALGA STRATEGIC OBJECTIVES The Charter finds its expression in the following Strategic Objectives of SALGA: Strategic Plan: Strategic Objectives – 2017/2022 Goal 2: Good governance and resilient municipal institutions Goal Statement: Investing in good governance and modernisation of government approaches, strengthening community interface mechanisms, sound labour relations and Professionalisation. Strategic Objectives: To strengthen oversight and accountability for effective, accountable and transparent leadership practices To modernise governance systems and processes through the use of digital technology and exploration of new models of interface with communities To foster sound and productive labour relations To professionalise Local Government

RELATIONSHIP: CHARTER and BATHO-PELE

RELATIONSHIP: CHARTER and BATHO-PELE

RELATIONSHIP: CHARTER and BATHO-PELE

ROLL-OUT APPROACH REF. GROUP INDUCTION MANUAL DEVELOPED Programme Implementation Manual Components: Key Strategic Objectives: Linkages Pillar of Professionalisation Framework Conference Resolutions Project Plan Mode of Delivery & Implementation Principles Target Group Implementation Plan / Implementation Matrix Policy Gap Analysis Stakeholder and High-Level Risk Analysis Change Management Service Charter and Batho-Pele Principles Reference Group Interface: Major Council Committees Localised Service Charter Roll-Out: Pilot How we plan to do it? 33 Municipalities Identified (all provinces covered – 3 -4 Per Province Conduct outreach to each of the 33 Present the Charter and all implementation components Solicit Councils’ support of the Charter Facilitate the establishment of Ref. Groups Induct Ref. Groups Assist Ref. Group to develop the Localised Charter (pertinent to each LM) LM’s adopt and sign pledge to the Localised Charter REPORTING & ASSESSING PRELIMINARY RESULTS/ OUTCOMES REF. GROUP INDUCTION MANUAL DEVELOPED

REF GROUP: FUNCTIONS and COMPOSITION

LOCALISED SERVICE CHARTER KEY COMPONENTS Mun. Information Name Vision Mission Values Population Service Basket List of all service offered by affected municipality Nat. Charter Obj. List of the National Service Charter Objectives Batho-Pele To show the link between Batho-Pele & the Charter and how these two interventions complement each other Localised Obj.. Develop objectives that are pertinent to the municipality Nat. Charter will guide objectives at this level Service Standards Commitment by all parties to serve the people & improve service standards Commitment: Labour To improve relations with municipality & support service delivery initiatives Commitment: Municipality To improve relations with labour, better working conditions & sound LR SIGN OFF – Pledge to the Localised Service Charter Speaker of Council Accounting Officer Organised Labour (SAMWU & IMATU)

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