1. The restructured SALGA
Presentation to Parliament on 24 April 2002

2. 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.

3. 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

4. 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

5. 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

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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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
Municipal levies
paid directly to
SALGA
Financial
Integration
Preparations for the direct payment of levies to SALGA