DRAFT SUMMARY IMPLEMENTATION PLAN FOR THE · PDF fileDRAFT SUMMARY IMPLEMENATION PLAN FOR THE...

DRAFT SUMMARY IMPLEMENATION PLAN FOR THE FIVE YEAR LOCAL GOVERNMENT STRATEGIC AGENDA

5 Year LG Strategic Agenda V 6.3 31 May 2006 Page 1 of 31

DRAFT SUMMARY IMPLEMENTATIONPLAN FOR

THE FIVE YEAR LOCAL GOVERNMENTSTRATEGIC AGENDA

VERSION 6.5

16 MAY 2006



a. Mainstreaming hands-on support to Local Government to improve municipal governance, performance andaccountability;

b. Addressing the structure and governance arrangements of the State in order to better strengthen, supportand monitor Local Government; and

c. Refining and strengthening the policy, regulatory and fiscal environment for Local Government and givinggreater attention to the enforcement measures.

NB: Timeframes are estimates. Fixed timeframes are in blue.



Strategic Priority 1:

Mainstreaming hands-on support to LocalGovernment to improve municipal

governance, performance andaccountability



CROSS CUTTING INTERVENTIONS

NO PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMEFRAME RESPONSIBILITY

1. National and provincial governmentdepartments must prioritize support formunicipalities through the actions identified.

They will report to the July 2006 CabinetLekgotla on inter alia:

a) Reflecting concrete support actions tomunicipalities in their Strategic andBusiness Plans; and

b) Streamlining their operations andproviding appropriate resources toprovinces, so that the latter can supportlocal government.

i. Key sector departments implement guidelineson supporting local government.

ii. Conduct a workshop and bilateral meetings withNational Sector Departments on LocalGovernment Strategic Agenda.

iii. Provincial plans must reflect the above inrespect of the activities to be undertaken.

i. Dedicated personnel andfinancial resourcesallocated by national andprovincial departments.

ii. Strategic and businessplans reflect support forlocal government.

June 2006

July 2006

All National andProvincial SectorDepartments

2. Provincial government specifically mustprioritize support for municipalities through theactions identified by, inter alia:

a) Reflecting concrete resources /supportactions to their municipalities in theirProvincial Growth and DevelopmentStrategies; and

b) The office of the Premier and PremiersCoordinating Forum must assume overallaccountability for coordinating andmonitoring the hands-on support tomunicipalities.

i. PGDS and IDP alignment workshop to form partof the engagement process with allmunicipalities and provincial sector departmentsand Traditional Leaders.

ii. Develop municipal support plans.

iii. Place the 3 strategic priorities of localgovernment as a standing item on the PCFagenda and ensure that it plays an oversightrole.

Provincial plans must reflect the above inrespect of the activities to be undertaken.

i. Revised PGDP based onnew 2006/11 IDPs.

ii. Municipal Support actionplans.

iii. Monitoring Toolimplemented.

April 2007

August 2006

August 2006

All National andProvincial SectorDepartmentsSALGATraditionalLeaders




3. dplg must continue to nationally coordinate,facilitate, direct and monitor the priorityhands-on support actions of nationalgovernment to local government by:

a) Improving the institutional arrangementsof internal capability;

b) Identifying priority priority areas of supportto local government required of nationalgovernment, SOEs and keystakeholders; and

c) Facilitating, supporting and monitoring theimplementation of these support actions.

i. Ensure that the implementation of the LocalGovernment Strategic Agenda is a standingitem on all relevant Intergovernmental Relationsstructures.

ii. Develop a support requirement matrix fordifferent types of municipalities along functionsand powers.

iii. Provincialise these planned interventions.

i. Dedicated central co-coordinating team in place.

ii. Regular support andmonitoring meetings heldbetween dplg and nationaldepartments and individualprovinces.

iii. Monitoring and reportingstrengthened andimplemented.

July 2006

Quarterly

October 2006

dplgDLG

4. SALGA must intensify its support to thepolitical leadership of municipalities by:

a) Engaging in a structured programme ofcapacity building and training;

b) Stabilizing the political and administrativecomponents of municipalities; and

c) Unblocking political problems thatnegatively affect the service delivery andsupport actions directed at municipalities.

i. Develop & implement a 5-year national capacityand training programme for councilors (The highlevel training to include raising awareness onthe Municipal Infrastructure Grant – MIGProgramme).

ii. SALGA to develop proactive intervention plan toaddress stabilizing the political andadministrative components of municipalities;and unblocking political problems thatnegatively affect the service delivery andsupport actions directed at municipalities.

i. Develop a training plan.

ii. All councilors participatingin capacity and trainingprogramme.

iii. Implement activities per theplan for each year to becompleted by June 2007.

iv. Intervention plan.

June 2007(Keep originaldate andstaggeractivitiesaccordingly)

July 2006

SALGAdplgMECs for LocalGovernment




5. Focus the relevant organs of the state andstakeholders on the priority actions identifiedunder the 5 Key Performance Areas (seeslides 14-45) and elaborated in the SummaryReport, the Project Consolidate MunicipalAction Plans and the updated IDPs.

i. Develop a consolidated implementation planthat includes inputs of provincial and nationaldepartments.

ALL

i. Integrated LocalGovernment StrategicAgenda implementationplan.

July 2006 dplgDLGSALGA

6. Rollout an unprecedented national capacitybuilding, training and support programme toLocal Government over the next 5 years.

i. Develop and implement a systematicprogramme of capacity building for sustainablelocal government.

ii. Develop and implement a programme on theprofessional and personal development of localgovernment leadership / management.

iii. Refined NCBF CAT resulting in a strategy forcoordinating capacity building.

iv. Assess municipal capacity.

v. Provincial plans must reflect the above inrespect of the activities to be undertaken.

i. A professional and personaldevelopment framework forlocal governmentleadership/managementcompiled.

ii. A Macro and ManagementPlan for the nationalcoordination of localgovernment capacitybuilding implemented andmonitored.Capacity for municipalitiesassessed.

iii. Core Municipal LeadershipDevelopment Programme(MLDP) developed andpiloted.

iv. Functional areas of MLDPdeveloped and rolled out.

v. Other interventionsaddressing professionaland personal development

July 2006 andongoing

August 2006and ongoing

July 2006 andongoing

March 2007and ongoingJuly 2006 andongoing

November2006 andongoing

dplg, SALGA,DPSA, Treasury

dplg, LearningInstitutions, SAMDI,LGSETA, SALGA,professional bodiesLead: dplgSupport: SALGA,DPSA DLG

Lead: dplgSupport: DLG,SALGA



NO PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMEFRAME RESPONSIBILITYvi. Strengthen monitoring and evaluation. of leadership / management

developed and rolled out.

vi. Impact measured andrelevant interventionsadapted.

December2006 andongoing

7. Convene the national series of orientationsessions with Mayors after the March 2006municipal elections.

i. Plan the orientation session with mayors assoon as possible after the March 2006 elections

Provincial plans must reflect the above.

i. Successful orientation withmayors held (shouldinclude presentation onMIG).

June 2006 dplgSALGA

8. Implement a practically focused inductionprogramme for councilors and seniorMunicipal Managers immediately after the2006 municipal elections.

i. Develop a data base of new mayors andmunicipal managers.

ii. Develop and conduct structured inductiontraining.

iii. Establish a support mechanism for both Mayorsand Municipal Managers.

iv. The focused induction programme for councilorand senior municipal managers should includeraising awareness on the MIG Programme.

Provinces must reflect above insubmissions.

Consolidated report of newcouncilors and mayors.

Skills requirement matrixdeveloped.

Support mechanismestablished.

Presented to raise awarenesson MIG.

May 2006

August 2006

December2006

July 2006

dplgSALGA

9. Building the technical capacity ofmunicipalities through the mobilization anddeployment of appropriate skills andexpertise.

i. Establish a deployment management team toalign and refocus different capacity deploymentinitiatives including Project Khaedu, SiyezaManje and others.

i. Incremental roll-out &deployment of experts topriority municipalities,based on an establishedresource pool.

May 2006 andongoing

dplgSALGA




ii. Utilize the capacity audit report under process.

iii. Use the short term MIG intervention effectivelywith the deployment of senior engineers,students and graduates. Work closely with theDBSA long term intervention.

iv. Hands on support and training through thesponsorship from the British government.

Provincial plans must reflect the above.

ii. Mentorship of graduates bysenior engineers.Experiential training forstudents so that they cangraduate.

iii. Developed trainingmaterial, trained officialsand improved servicedelivery.

May 2006

August 2006

10. Providing appropriate support to the previouscross boundary municipalities.

i. Monitor and support the execution ofimplementation protocols and transitionalmeasures in support of PCC oversight.

AFFECTED PROVINCES: must reflect this intheir action plans.

i. Implementation of Protocolagreements.

ii. Facilitate the resolving ofstumbling blocks inimplementation.

iii. Report to the PCC.

Ongoing

Ongoing

May 2006 andongoing

National TreasuryProvincial Treasury

11. Finalization of implementation of LocalGovernment Communication System.

i. Adoption of Local Government CommunicationGuidelines through national workshop.

NATIONAL, PROVINCIAL, MUNICIPALITIESmust reflect the above in their action plans

i. Municipal CommunicationInfrastructure in place.

ii. Communications Policy inplace.

iii. Municipal CommunicationCycle adopted.

iv. Communications Strategyin place.

v. Communications Support inplace for PublicParticipation.

September2006

dplg/GCIS/SALGA

OTP, DLG, GCISSALGA,Municipalities



Cross Cutting - Communications

NO. PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMEFRAME RESPONSIBILITY

1. Urgent resource mobilization for weakmunicipalities

i. Establishment of dedicated fund to enhanceand support communication in strugglingmunicipalities.

ii. Support secondments and twiningarrangements between municipalities throughprovincial communication forums.

iii. Execute communication skills and structuresaudit in municipalities to assess functionalityand interventions needed.

i. Needs assessed andfunders attained andmunicipalities assisted toenhance theircommunication activities inline with LGCS guidelines.

ii. Completed audit.

March 2007

December2006

dplg

SALGAdplgGCIS

2. Development of five year communicationframework for local government servicedelivery programmes and communicateprogress and successes

i. Intensify communication on the outputs ofProject Consolidate.

ii. Actively support the government-wide campaignon local economic activities and opportunitiesthrough LED initiatives.

iii. Communicating progress of service delivery inline with set targets.

iv. Communication support to municipalities arounda mass awareness campaigns and priorities onall service delivery programmes including IDP,URP, ISRDP, FBS, MIG, etc.

i. High levels of awareness oflocal governmentprogrammes through

periodic assessments.

April 2007 andevery IDPquarterthereafter

dplg

3. Repositioning image/profile of localgovernment sector.

i. Conduct research into public opinion/perceptionon local government.

ii. Develop ideal brand identity that is in line withthe desirable image of local government.

i. Improved perceptions of therole of local government aswell as communities roles tomake it work.

March 2007 dplgSALGAGCIS



NO. PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMEFRAME RESPONSIBILITYiii. Develop multimedia campaign to addressing

perceptions.

iv. Through research develop perception indexwhich can be assessed annually.

4. Strengthening municipal communicationinstitutions.

i. Fast-track the establishment of fully resourcedcommunication units in ALL municipalities.

ii. Develop a programme to train municipalcommunicators and political principles.

iii. Support and strengthen the establishment ofintergovernmental communication structuresbetween all three spheres of government tofacilitate a coordinated governmentcommunication system.

iv. Ensure technical support to districtmunicipalities to formulate district-widecommunication strategies.

v. Intensify the use of Izimbizo as a platform tofocus attention on local government 5 yeardevelopment plan.

i. Functional communicationunits in line with guidelines.

ii. All municipalities havecredible and implementablecommunication strategies.

Districts 2008

Allmunicipalitiesto have fullyfunctionalunits by endof term

Municipalities (withtechnical supportfrom relevantStakeholders)

5. Strengthen communication infrastructure tosupport public participation.

i. Give support to and integrate ward committeesinto communication strategy implementation (inconducting joint campaigns).

ii. Provide communication skills development toward committees to enable them to performtheir communication role.

iii. Ensure that Ward Committees are representedin relevant municipal communication structures(eg. DCFs etc).

i. Public participationstructures become the localagencies of two-waycommunication

ii. Workshop governmentcommunicators tounderstand roles, functionsand composition.

March 2007 dplgLocal and ProvincialGovernment




6. Improve access to information through theuse of ICT in municipalities.

i. Establish ICT forum to develop localgovernment ICT framework.

ii. Ensure that all municipalities are compliant withapplicable legislation.

iii. Ensure that MPCCs have adequate ICTcapacity to support service delivery efforts.

i. Domain and web standardsdeveloped and distributedwide.

ii. All municipalities to havewebsites.

December2007

dplg



KPA 1: Municipal Transformation and Organisational Development

NO PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMFRAMES RESPONSIBILITY

1. Support District and Metropolitan municipalities toprepare draft IDPs by the 1

stof March.

March 2006 National: dplg &Presidency

Provincial: Office ofthe Premier, DLG

2. Municipalities need to be supported to establish thecore basic municipal systems to function as effectivegovernments as required by law.

i. Develop Regulations on Local GovernmentAdministrative systems.

ii. Support Project Consolidate municipalitiesto establish Admin systems.

i. Local GovernmentAdministrative SystemsRegulations developed.

ii. PC municipalitiessupported withimplementation.

April 2007

June 2007-2011

National: dplg,National Treasury

Provincial: Office ofthe Premier & DLG

3. Finalising a local government competency frameworkby July 2006 (which include improving the regulatoryenvironment by issuing regulations on theappointment, performance and evaluation of MunicipalManagers together with other Senior Managers).

i. Draft Regulations to strengthenmanagement and accountability in LocalGovernment for Section 57 SeniorManagers.

ii. Support to appoint, review contracts andassess performance; sign new contracts forSenior Managers in Local Governmentprovided.

i. Regulations andFramework for supportingmunicipalities atprovincial leveldeveloped andimplemented.

ii. PerformanceManagement Regulationspublished forimplementation.

July 2006 National: dplg,National Treasury


4. Supporting municipalities to fill vacant municipal andsenior manager posts.

i. Identify vacant positions for Section 57Senior Managers in Project ConsolidateMunicipalities.

ii. Develop a national/provincial databasetracking the status of Section 57 SM,reporting and supporting affectedmunicipalities.

i. PC municipalities aresupported to fill vacantSM posts.

ii. Database developed andtrends reported.

July 2006

Quarterly

National: dplg,DPSA, NationalTreasury




NO PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMFRAMES RESPONSIBILITY

iii. Develop Case history on disputes,resolution mechanisms to inform overalladministrative regulations, monitoring andresponse to disputes.

iv. Develop recruitment and retention strategywith particular focus to rural basedmunicipalities.

Quarterly

5. Fast- tracking and finalizing work on the national localgovernment skills audit.

i. Undertake work on skills audit for Section57 Senior Managers, prioritizing ProjectConsolidate municipalities.

ii. Professionalize LG management.

i. Skills Audit initiated andcompleted.

ii. Pilot the Leadershipdevelopment programmein selected municipalities.

iii. Developed functionalProfessional LeadershipProgrammes andassessment report onexisting institutions done.

July 2006 –March 2007

National: dplg

Provincial: DLGLG-SETA

6. Sourcing and deploying hands-on technical capacity tomunicipalities.

i. Determine priority Project ConsolidateMunicipalities institutional requirements andprovide support to address those gaps.

ii. Engage Banking Institutions to assist withfinancial management training tocomplement other sources.

i. Deploy Institutional andAdmin systems expertisein identified PCMunicipalities.

Ongoing National: dplg,DWAF, DME,Housing, DPW,National Treasury,Transport

Provincial: LocalGovernment,Housing and Publicworks



KPA 2: Basic Service Delivery


1. Ensuring that the following service deliverytargets are achieved:

a) All communities have access to cleanwater and decent sanitation by 2010;

b) All houses have access to electricity by2012; and

c) There is universal access andprovision for Free Basic Services.

i. Complete and verify backlog study.

ii. Develop national master sector plans.

iii. Develop national sector implementation planswith annual targets.

iv. Implement Indigent policy guidelines.

v. Implement Free Basic Services SectorCommunication strategy.

vi. Complete the establishment of RegionalElectricity Distributors - REDs.

vii. Report regularly to Cabinet and the PCC.

viii. Establish targets for roads and transportationinfrasture.

i. Backlog completed andverified.

ii. National master sector andimplementation plansdeveloped, implemented andmonitored.

iii. Same as ii above.

iv. All 283 municipalities haveindigent policies andregisters.

v. Educated communities onFBS entitlement.

vi. All REDs established andelectricity supply reliabilitystabilized.

vii. Targets for roads andtransportation servicesdetermined.

Backlog studyJune 2006.

Sector Plans Nov2006.ImplementationPlans Nov 2006.

Indigent policyimplementationMarch 2009.

ComstratimplementationJune 2006 andongoing.

REDsestablishmentsMarch 2011.

Coordinating:dplgLead Sectors:DWAFDMEHousingTreasury

Coordinating:dplg

Lead Sectors:DWAFDMEDEAT

2. Prioritizing the eradication of the bucketsystem by December 2007.

i. Develop a national implementation plan for theeradication of the bucket system, with cleartargets linked to housing delivery.

i. National implementation plandeveloped.

ii. Buckets eradicated.

July 2006

Dec 2007

Lead:DWAFContributing:dplg,



NO PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMEFRAME RESPONSIBILITYNational Treasury,HousingProvincial: LocalGovernment

3. Development of strategies to better utilizethe services of large contractors,construction teams as well as the supportfrom State Owned Enterprises.

i. A relevant national department with their SOE’sto prepare a national support strategy to localgovernment.

ii. Conduct high level consultations with theconstruction industry, together with theConstruction Industry Development Board, andprepare a Construction Industry SupportStrategy to Local Government.

i. SOE support strategy to localgovernment developed andimplemented.

ii. Construction Industry SupportStrategy to Local Governmentdeveloped and implemented.

July 2006

November 2006and ongoing

Lead:DPEDPWDMEDoC

4. Development of national MunicipalInfrastructure Investment Policy and aStrategy that will be a roadmap toachieving universal access and will dealwith other issues such as refuse removal &FBS.

i. Develop a Municipal Infrastructure InvestmentPolicy and Strategy (MIIS).

i. MIIS and Policy developed. September 2006 Lead:dplgNational: Inter-MinisterialCommitteeMunicipalInfrastructure TaskTeam

5. Alignment of all Sector plans with the hePGDS and IDPs, and the NSDP.

i. Alignment of the sector plans (e.g. water,sanitation, electricity, roads, housing, wastemanagement, municipal health) with IDPs,PGDS, NSDP.

ii. Report regularly to Cabinet and the PCC.

i. National master sector andimplementation plans aligned.

Nov 2006

Ongoing-July 2011

National: DWAF,DME, DEAT,Housing,CorrectionalServices, Sport &Recreation

Provincial: LocalGovernment,Housing, PublicWorks, Community



NO PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMEFRAME RESPONSIBILITYDevelopment

6. Prioritising short to long term technicalhands-on support to less capacitatedmunicipalities, e.g. through the DBSAsupport initiative, the dplg SDFs, the NT,DWAF, JIPSA etc.

i. Establish and/or refine the managementarrangements and support mechanisms fordeployment of local government technicalexperts.

ii. Develop guidelines for effective deployment oflocal government technical experts.

iii. Identify more Generalist technical experts fromwithin the sector and mobilise specialist expertsfrom Government and Outside Government.

iv. Roll-out phased hands-on support to formercross boundary, Izimbizo and nodalmunicipalities respectively.

i. Management systems andsupport mechanismsestablished (support unit).

ii. Guidelines on the deploymentof experts developed.

iii. Experts deployed in all 138municipalities and 46 Districtswith priority deployment toformers x-boundary, nodaland Izimbizo municipalities.

June 2006

June 2006

Dec 2006

Lead: DPSAdplgDBSADWAFNational Treasury

7. Specific hands-on support will be given tothe realigned (previous cross-boundary)municipalities and the 21 urban andrural nodes.

i. Orientation of official’s in the ISRDP in theprevious cross boundary municipalities/Nodes.

ii. Economic profiling of the nodes anddevelopment of economic developmentstrategy.

iii. Implement community investment programme innodes.

iv. A short term intervention is in place where MIGhas deployed senior engineers, students andgraduates to previously cross boundarymunicipalities. For continuity of the intervention,

i. Technical and support of thenodes.

ii. Coordinated integratedimplementation of the ISRDP.

iii. Increase the level ofeconomic and socialinvestment in the nodal areas.

iv. Mentorship of graduates bysenior engineers. Experientialstudents so that they cangraduate. Fast tracking

December 2006

Ongoing

Ongoing

December 2006

dplgProvincial: LocalGovernment,Housing, PublicWorks



NO PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMEFRAME RESPONSIBILITYDBSA will continue with the intervention, bysigning new contracts with the deployedresources.

service delivery.

8. (Key service delivery (line function)Departments, national and provincial, toinclude the identified priority actions in theirStrategic and Business Plans (includingbudget) over the next 5 years.

i. Key sector departments and SOEs implementpriorities identified in their strategic andbusiness plans focusing on supporting localgovernment.

i. Dedicated personnel andfinancial resources allocatedby national and provincialdepartments.

ii. Strategic and business plansreflect support for localgovernment.

July 2006

July 2006 - July2011

National: dplg,DME, DEAT,Housing, DWAF,DPW, CorrectionalServices, Sport &Recreation, SAPS,National Treasury

Provincial: LocalGovernment,Housing, PublicWorks,EnvironmentalAffairs, CommunityDevelopment



KPA 3: Local Economic Development

An analysis of the 52 district and metropolitan municipal economies are undertaken. The comparative and competitive advantage of theseregions are identified and incorporated into credible LED strategies and programmes. These programmes are effectively implemented throughappropriately constituted LED capacity in municipalities and through strong partnerships with provincial and national government departments,state owned enterprises, organised business and labour, and communities.


1. National and provincial government mustprovide differentiated support to district andmetropolitan municipalities to prepareimplementable LED Strategies that arealigned with the revised IDPs.

i. Manage the National and Provincial IDPengagement process and ensure alignment withLED strategies of municipalities anchored bycredible and updated data.

ii. Each province to conduct an LED capacityassessment based on a municipal LEDcompetency framework.

iii. Mobilization and deployment of LED relatedcapacity in selected municipalities.

i. As per KPA1 (Intervention 1)

ii. LED capacity assessmentscompleted.

iii. LED experts working inpriority municipalities.

July 2006

September 2006

September 2006

National: DTI, DPE,Economic Cluster,Presidency anddplg

Provincial:Economic Affairs,Office of thePremier & LocalGovernment

Lead: Provincial LGdept (i and ii)

dplg (iii)

2. Provinces must support all district andmetropolitan municipalities by prioritizingLED interventions in the ProvincialGrowth and Development Strategy.

i. Provincial Economic Clusters to coordinateLED support and PGDS alignment strategy for

municipalities. This should be linked to districtand metro growth summits.

ii. Develop second economy in partnership withcivil society and Rural Economic Developmentwith particular focus to small towns anddeclining economies..

i. Growth and Developmentsummits held in districts andmetros and outcomes to informprovincially aligned local

economic developmentprogrammes.

September 2006 National: ASG-SA,Task Team led byPresidency

Provincial: Office ofthe Premier, LGEconomic Affairs

Lead: OTP




3. A National Framework for LED, includingpolicy guidelines and strategies, has beendeveloped by dplg. This must beimplemented rigorously in alignment withASGI-SA in rural and urban municipalities.

Convene a LED, PGDS & ASGI-SA alignmentworkshop.

Improve market and public confidence inmunicipalities.

Identify and exploit the comparative andcompetitive advantage of the 52 municipalregions.

Intensify enterprise support at Local Level.Introduce sustainable community investment

programmes.

i. Publish, communicate andimplement LED Framework aspart of hands on support.

-July 2006 National: dplg, DTI,

DPE & ThePresidency,SALGA

Lead: dplg

4. The LED Framework will be implementedthrough mobilization of key sets of LED-related capacity:

a) Deployment of experienced economists,development economists and planners inselected municipalities. Identification ofhigh-level international skills and adedicated strategic leadershipprogramme for municipal managers andsenior municipal staff; and

b) Conduct national level economic analysisof District and Metro areas.

i. Economic profiling of the nodes anddevelopment of economic developmentstrategy.

ii. Implement community investment programme intwo nodes.

iii. (see KPA 2, Number 7).

iv. (see KPA 3, Number 1).

i. Economic profile in nodes.

ii. Increase the level of economicand social investment in thenodal areas (see KPA 2,Number 7).

October 2006 National: dplg, dti,and Presidency

Provincial: LocalGovernment,Economic Affairs &Office of thePremier

Lead: dplg

5. The need to strengthen nationalcoordination for long-term economicdevelopment planning that will, inter alia,

i. Develop proposals on strengthening nationalcoordination for long-term economicdevelopment planning.

i. National implementationapproach to regional industrialdevelopment and local

December 2006 National: DTI, dplg,National Treasury& The Presidency



NO PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMEFRAME RESPONSIBILITYsupport LED across the state. economic development initiated

as part of current NSDP project. Lead: Presidency

6. Urban based municipalities need specialattention and must be supported tounderstand their unique LED role incontributing to the national economy.Specific interventions must include:

a) Focusing on making urban landmarkets work for the poor;

b) Promoting more competitive citybusiness environment and facilitatingthe movement of information, peopleand products within and betweencities; and

c) Promoting appropriate economicintegration zones, the global city regionconcept and facilitating the global roleof cities through the national tradeinvestment strategy.

i. Work closely with provinces, SALGA and theSACN to finalise the Urban DevelopmentFramework.

ii. Urban Development Framework to reinforce theimplementation of national LED framework incities and towns.

i. Urban Development Frameworkpublished and implemented.

October 2006 National: DTI, dplg,and Presidency

Provincial: LocalGovernment,Economic Affairs &Office of thePremier

Lead: dplg



KPA 4: Municipal Financial Viability and Management: 2006/07


1. National and provincial government mustprovide financial management hands-onsupport to in particular, low capacitymunicipalities and improve the capacity toaccount for public resources.

i. Support selected municipalities to comply withMFMA priority areas for implementation withoutignoring medium and high capacitymunicipalities.

ii. Establish shared services and promoteknowledge sharing.

i. MFMA priority areas forimplementation in selectedmunicipalities identified andmunicipalities supported.

- Hands on support provided toLG in key priority areas of:

- Supply Chain Management- Submission of credible

Annual Financial Statements

ii. Improved financial capacitythrough sharing and retainingof scarce skills.

Ongoing in termsof MFMAimplementationplan

National: dplg,National Treasury,Audit General

Provincial: DLGProvincialTreasuries

2. Providing appropriate support to the formercross boundary municipalities.

i. Explore options for securing appropriatefinancial support for former cross boundarymunicipalities.

i. Implementable financialsupport options to formercross boundary municipalitiesidentified.

March 2007 National: dplg,National Treasury

Provincial: DLG

3. Support all programmes that are designedto improve governance and fightcorruption.

i. Rollout of the local government anti-corruptionstrategy to all provinces and coordinates theimplementation of the strategy at a local level.

ii. Support Project Consolidate municipalities todevelop and implement anti-corruption policies,systems and procedures including internalinstitutional structures and capabilities.

i. Capacity in provincial andlocal sphere developed toimplement the strategy.

ii. PC municipalities have anti-corruption policies, systemsand procedures in place.

Ongoing

31 March 2007

National: dplgNational Treasury,Auditor General,

Provincial: DLG,ProvincialTreasuries



PLANNED INTERVENTIONS

HIGH LEVEL ACTIVITIES DELIVERABLES

TIMEFRAME RESPONSIBILITY

4. Further refinement of the local governmentfiscal system, with a particular focus onensuring the LG Equitable Share (LGES)and other grants benefit the poorermunicipalities.

i. Explore options for a fiscal instrument to replaceRegional Services Council (RSC) levies.

ii. Explore options on the revised local governmentequitable share (LGES) formula to assist poorermunicipalities.

iii. Develop mechanisms for municipalities withgood credit rating to borrow.

i. Option(s) on the preferredfiscal instrument for thereplacement of RSC levies inplace while grant funding isguaranteed in the interim.

ii. Implementable options thatwill benefit poor municipalitiesidentified.

iii. LG Borrowing MechanismDeveloped.

Ongoing (by 1st

July 2009)

December 2006

National: NationalTreasury and dplg

National: NationalTreasury and dplg

5. Guiding the implementation of theMunicipal Property Rates Act (MPRA).

i. Development of Regulations.

ii Support and monitor municipal implementationof the Act. And its impact of communities andfiscal the environment.

i. First set of regulations whichfocuses on administrativeissues and transitionalarrangements Gazetted forimplementation.

ii. Second set of regulationswhich focuses on rating andvaluation issues Gazetted forpublic comments.

iii. Municipalities assisted in theimplementation of the Act, themonitoring frameworkimplemented by provincesand best practices sharedamong provinces, through theactivities of the MPRAImplementation Task Team.

July 2006

November 2006

Ongoing

National: dplg,National TreasuryProvincial: DLG

National: dplg &National TreasuryProvincial: DLG

Provincial: DLGNational: dplg




iv. Valuation Appeals Boardsestablished by provincestaking into account theproposed implementationdates of municipalities.

Ongoing basedon the proposedimplementationdates ofmunicipalities

Provincial: DLG

6. Towards the establishment of the RegionalElectricity Distributors (REDs).

i. Financial implications of REDs onmunicipalities addressed and financialsustainability turnaround strategies developed.

i. Financial modeling thatguides the establishment ofthe 6 metro REDs and theNational RED, including theidentification of theappropriate funding for theNational Red done.

March 2007 National: DME &EDI Holding(supported by DPE,SALGA, Eskom,National Treasuryand dplg)



KPA 5: Good Governance and Public Participation


1. Undertaking an intensive national campaignto improve mechanisms for communityparticipation and empowerment with specificfocus on:

a) Municipalities in the Western Cape andKwaZulu Natal provinces;

b) Municipalities that experiencedmunicipal protest in 2005;

c) The 21 Urban and Rural DevelopmentNodes; and

d) The erstwhile cross-boundarymunicipalities.

i. Provide ongoing support for the implementationof the national policy guidelines on publicparticipation, with a focus on the prioritymunicipalities.

ii. Community Based Planning Phase 1 and 2completed.

iii. Next generation of IDPs to emerge from WardPlans.

iv. Build capacity of ward committees throughaccredited LGSETA process.

v. Adopt a ward campaign by senior managers ingovernment.

i. Rate of ward committeeestablishment andfunctionality improved in allmunicipalities and provinces,with a focus on the prioritymunicipalities.

ii. Train the trainer workshopson Community BasedPlanning completed forofficials and ward committeesin priority municipalities.

iii. Ward plans finalized andintegrated into IDPs in allpriority municipalities.

iv. Training of ward committeesthrough LGSETAimplemented in all prioritymunicipalities.

v. Guidelines developed for theAdopt a Ward Committee andcampaign launched.

June 2006 &Ongoing

September 2006

July 2006

December 2006

March 2007

August 2006

March 2007

National: dplg

Provincial: Office ofthe Premier andDLG

2. Premiers and Mayors must lead publicparticipation processes in their provincesand municipalities.

i. Develop guidelines for Premiers and Mayors todevelop and implement public participation /Izimbizo programmes.

i. Premiers and Mayorsimplementing Izimbizoprogrammes.

July 2006 National: dplg

Provincial: LocalGovernment &Office of thePremier




3. Specific focus and support should be givento the Municipal Speaker’s Offices.

i. Develop a national Strategy to support theOffices of Speaker in managing publicparticipation, including training of trainers inpublic participation.

ii. Establish comprehensive machinery forsupporting public participation through wardcommittees.

iii. Develop public participation regulatoryframework (Defining sectors, reporting backmechanisms between council and wardcommittees, deputy chairs).

i. Support strategy for the Officethe Speaker implemented.

ii. Support centers, profomas,routine training, best practicesharing.

iii. Public participation regulatoryframework.

July 2006 National: dplg

Provincial: Office ofthe premier andDLG

4. Strengthen transparency and accountabilityof financial affairs of Local Government.

i. Ensure strict adherence to tender rules andfinancial management regulations and provideguidelines on reporting unethical conduct bycouncillors and officials.

iv. Hold regular public reporting of financialexpenditures according to budgets.

v. Ensure independent audits.

i. Tender rules and MFMAspecifications adhered to inpriority municipalities andstrengthen awareness forreporting unethical conduct.

ii. Forums with civil society heldby municipalities and districtsfor reporting on financialexpenditure in prioritymunicipalities.

iii. Audits done annually byindependent auditors inpriority municipalities.

Ongoing

2007 andongoing

Ongoing

dplgDLGProvincial TreasuryNational Treasury

5. Development of support programmers withkey development agencies to scale up themobilization of community resources,including human as well as material(Including private sector) for development.

i. Identify key development agencies to assist inscaling up the mobilization of social capital anddevelop a partnership programme.

i. Finalize an implement supportprogramme with keydevelopment agencies toscale up the mobilization ofsocial capital.

November 2007and ongoing

National: SocialDevelopment andSocial Cluster,dplg, DTI, andEconomic Cluster




6. Improving communication, refining theIzimbizo Program and deepening socialmobilization.

i. Finalize the national, provincial and localIzimbizo programme for 2006.

ii. Establish comprehensive framework forcommunication “within the local circle” (Linkedto performance contracts of MMs, issues ofliteracy and language, co-ordination izimbizo).

i. Implement the Izimbizoprogramme for 2006.

May 2006 andongoing

National: GCIS,dplg


7. Strengthening Political Championship,support and oversight.

See cross cutting interventionsSee SALGA’s Action Plan

i. Provide leadership support.

ii. Institutionalizing sector engagement.

See cross cutting interventions

i. Strategic developmentchoices, routinecommunication, listening,CDW and ward committees,roles of Mayors andSpeakers.

ii. Accountability structured atPCF and DIGR Forums.

Ongoing National: SALGA,dplg


8. Strengthen Good Governance at LocalGovernment Level (Corporate Governance).

i. Implement the Code of Conduct for Councilors.

iii. Establish audit committees at district andmunicipal level (Risk Management).

iv. Establish a shared anti-corruption forum.

i. Councilors in prioritymunicipalities conductingthemselves according toCode of Conduct.

ii. All municipalities with auditcommittees.

iii. All priority municipalities witha shared anti-corruption forumand accessing Hotline.

Ongoing

Ongoing

Ongoing

National: dplg

Provincial: Office ofthe premier andDLG, Provincialand NationalTreasury




Addressing the structure andGovernance Arrangements of the Statein order to better Strengthen, Support

and Monitor Local Government




1. Strengthening of the intergovernmental systemto benefit local government by principallyimplementing the IGR Framework Legislation.

Implement the IGR Framework Act.

Provide implementation toolkits.

Provincial Departments of Local Government tosupport establishment and functionality of theDistrict IGR structures to comply with IGRFramework Legislation.

i. Publish, communicate andimplement the PractitionersManual, Guidelines and othertoolkits.

ii. Support the establishmentand functionality of DistrictIGR structures.

August 2006 dplgDLG

2. Critically review the structure and role ofprovincial governments to support and monitormunicipalities and their capability to play aneffective and efficient role in supporting,implementing and overseeing nationaldevelopment priorities in general.

i. Assess the capacity of Local GovernmentDepartments to perform their statutoryresponsibilities towards local government, and torecommend measures to improve their capacity tosupport and monitor municipalities.

ii. Develop a framework for the strategic andcapacitated role for provincial departments of localgovernment, including implementing ProjectConsolidate responsibilities.

i. Report on the comprehensivereview of ProvincialGovernment structure androle.

ii. A framework developed forimproving the capacity andcapability of the ProvincialDepartments of LG and of theprovince in general.

November 2006

July 2007

dlpgSALGAOffice of thePremierDLG




Refining and Strengthening the Policy,Regulatory and Fiscal Environment forLocal Government and giving greater

attention to the Enforcement Measures



No. PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMEFRAME RESPONSIBILITY

1. Providing greater attention to enforcingexisting aspects of governmentlegislation.

i. Undertake a regulatory compliance audit with localgovernment legislation (with respect to national andprovincial government and municipalities).

i. All key areas identifiedwhere compliance with localgovernment legislation isabsent.

ii. Implement a strategy ofensuring compliance withLocal GovernmentLegislation.

December 2006

December 2006

dplgDLG

2. Institutionalise intergovernmentalplanning with delivery focus at local level:

“Planning for Growth andDevelopment”

i. Significantly improve the planning capacity at all threelevels of government.

ii. District and Metro IDP’s must be transformed intoexpressions of government-wide commitments throughregulations and/or legislative amendments.

iii. Improve the regulatory framework for intergovernmentalplanning.

iv. National Spatial Development Perspective shouldbecome a stronger and more directional and enforceablenational development planning instrument.

v. All Provincial Sector Departments to sign MOU’s withProvincial Treasuries to ensure integration and alignmentof provincial plans with municipal IDP’s.

i. Inters-spheresengagement process aimed atensuring credibility of theMunicipal IDP’s

ii. Municipal Councils adopt 5-year IDP’s that expressesgovernment-widecommitments.

iii. Identify amendments andother related issues forstrengthening the policy,legislative and regulatoryenvironment forintergovernmental planning.

May/June 2006

June 2006-05-09

December 2006

dplgDLGSALGADistrictMunicipalitiesLocal MunicipalitiesMetrosTreasury



No. PLANNED INTERVENTIONS HIGH LEVEL ACTIVITIES DELIVERABLES TIMEFRAME RESPONSIBILITY

vi. Municipal Councils to prepare a 5-year perspective forconcrete and realistic localised development and servicedelivery targets.

3. Review of the Two-Tier District System ofMunicipalities.

i. Develop facilitator and Co-ordinator role of District.

ii. Develop proposal on a “District Shared Services model”.

iii. Division of functional responsibilities between B’s andC’s.

i. Development facilitation andco-ordination role of DistrictMunicipalities modelcompleted.

ii. Model for the District SharedServices completed.

iii. Adjustments of functionalresponsibilities between tiersof local governmentcompleted.

June 2006

June 2006

December 2006

dplgDLGTreasuryPremier’s Offices

4. A report on the distribution of powers andfunctions across the Government andrelated matters of assignment of anddevolution to Local Government.

i. Develop National Strategy setting out a policy andconceptual framework for distribution of powers andfunctions across the State and the asymmetricalassignment to Local Government.

ii. Guidelines to progressively standardise definitions forschedule 4 and 5.

iii. Examine feasibility of devolving built-in environmentfunctions to metropolitan municipalities.

i. Submit National FrameworkStrategy to LG MinMec, PCC,Cabinet Lekgotla and/orParliament if legislative routeis suggested.

July 2006 dplgDLGSALGA

5. Strengthen Ward Committee System. i. Amend legislation to make it mandatory for allmunicipalities to adopt the ward committee system forcommunity participation.

i. Finalise Draft Bill and submitto LG MinMec for consultationand approval.

February 2007 dplgDLGSALGA

Date post:	14-Feb-2018
Category:	Documents
Upload:	phamtruc
View:	213 times
Download:	1 times

DRAFT SUMMARY IMPLEMENTATION PLAN FOR THE · PDF fileDRAFT SUMMARY IMPLEMENATION PLAN FOR THE...

Documents