The restructured SALGA

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 ProductsVoice of Local Government
Service Product
Policy Formulation Research Discussion Papers Briefing notes
Advocacy Submissions Briefing notes Press releases
Negotiations Position papers Agreements
Regulation Guidelines Agreements Accreditation
Country Representation Presentations at regional and international fora
4
Key Services ProductsSupporting
Strengthening Municipal Capacity
Service Product
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 ProductsCentre for Knowledge
Information Management
Service Product
Collecting Information Research Papers Case study anthologies Databanks
Packaging Information LG Portal Newsletters Publications Yellow pages
Disseminating Information Intranet/enterprise system LG Portal Print/Fax-on-demand
Building Communities of practice Learning Networks
6
Key Clients Stakeholders

• Clients
• 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
  organisations 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

Technology
People
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
Human Resources
Corporate Services
Policy Strategy
Development
Chief Knowledge Officer
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Finance
Policy
Labour
Capacity
Parliamentary
IGR
HR
Admin
Research
Relations
Building
Services
Functional Teams
Functional Teams
Functional Teams
Functional Teams
Director
Province x9
Finance
Policy
Capacity Building Officer(s)
Communications
Labour
Relations
Intergovernmental
Admin
Officer
Officer(s)
Relations Officer
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

• 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