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APP 2014/15Presentation to the Portfolio
Committee on COGTA29 July 2014
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Content
Content:• Legislative Context
• SALGA Constitution
• SALGA mandate
• SALGA Strategy 2012-2017
• Flagship projects 2014/15
• 2014/15 APP
• Ongoing engagements with COGTA
• Collaboration with COGTA
• NDP priorities of SALGA
• MTSF aspects as identified by COGTA
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Legislative Context
• Sect 163 of the Constitution provides for:o Recognition of national and provincial organisations representing municipalitieso Determine procedures whereby local government may-
Consult national and provincial government Designate representatives to the NCOP Participate in processes of the FFC• Organised Local Government Act, 1997 provides for the recognition of one
national organisation representing the majority of the provincial organisations which in turn represent the majority of municipalities in the province in question
• All the different categories of municipalities in the province are represented in the organisation.
• The national organisation must designate not more than 10 persons to participate in the proceedings of the National Council of Provinces.
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Legislative Context (Cont.)
• SALGA was established in 1996 and recognised in terms of Government Notice No R 175, 30 Regulation Gazette no 6087on 30 January 1998
• Section 3 of the Local Government: Municipal Systems Act, 2000, provides that for the purpose of effective co-operative government, organised local government must seek to:
• Develop common approaches for local government
• Enhance co-operation, assistance and sharing of resources amongst municipalities
• Find solutions for problems relating to local government generally
• Facilitate compliance with the principles of co-operative governance & IGR 4
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SALGA Constitution
• The SALGA Constitution defines SALGA as a unitary structure
• The Governance structures at National Level are as follows:
– National Conference, held every 5 years
– National Members ‘ Assembly, held mid-term between Conferences
– National Executive Committee
– National Office Bearers
– 9 National Working Groups
• The Governance structures at provincial level are as follows:
− Provincial Conference
− Provincial Members Assembly
− Provincial Executive Committee
− Provincial Office Bearers
− Provincial Working Groups5
www.salga.org.zaNational Roles and Responsibilities:National Roles and Responsibilities:•Advocate, lobby and represent at national IGR fora•Develop position papers, guidelines and frameworks for LG•Support provinces with implementation and interface with municipalities
Provincial Roles and Responsibilities:Provincial Roles and Responsibilities:•Advocate, lobby and represent at provincial IGR fora•Liaise and consult municipalities on position papers, guidelines and framework development•Build the capacity of member municipalities and provide hands-on support
1. Economic Development and Planning; 2. Climate Change, Environmental affairs
and Sustainability; 3. Municipal Finance;4. Community Development; 5. Municipal Trading Services;6. Municipal Infrastructure Planning;7. Human Resource Development and
Collective Bargaining; 8. Governance and Intergovernmental
Relations; and 9. Councillor Welfare and Support (only
at national level).
1. Economic Development and Planning; 2. Climate Change, Environmental affairs
and Sustainability; 3. Municipal Finance;4. Community Development; 5. Municipal Trading Services;6. Municipal Infrastructure Planning;7. Human Resource Development and
Collective Bargaining; 8. Governance and Intergovernmental
Relations; and
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Employer Body
Act as an employer body representing all
municipal members and, by agreement,
associate members.
The Voice of Local GovernmentThe Voice of Local Government
Support and advise our
members on a range of issues to
assist effective execution of
their mandate.
Build the capacity of the
municipality as an institution as well as leadership and technical capacity
of both Councillors and
Officials.
Lobby, advocate,
protect and represent the
interest of local government at
relevant structures and
platforms.
Transform local
government to enable it to
fulfil its developmental mandate.
SALGA Mandate
Lobby, Advocate & Represent
Support &Advice
Capacity Building
Build the profile and image of
local government within South
Africa as well as outside the
country.
StrategicProfiling
Serve as the main hub of local
government knowledge and intelligence and to facilitate peer learning within
the sector
Knowledge & Information Sharing
The Voice of Local GovernmentThe Voice of Local Government
SALGA MANDATESALGA MANDATE
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SALGA National
SALGA Provinces
7 STRATEGIC GOALS
1)Accessible, equitable, sustainable services
2)Safe and healthy environment and communities
3)Coherent local planning & economic development
4)Effective, responsive and accountable local governance for communities
5)Human capital development in LG
6)Financially and organizationally capacitated municipalities
7)Effective and efficient SALGA administration.
3 APEX PRIORITIES:
1.Review of legislative & policy framework impacting negatively on LG.
2.Review of LG fiscal & financial management framework.
3.Improved municipal capacity.
Differentiated Approach to Managing / Supporting Local Government
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…
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SALGA MANDATES1.Representation 2.Employer Body3.Capacity Building4.Support and Advisory Role 5.Profiling Role 6.LG Knowledge Hub
SALGA MANDATES1.Representation 2.Employer Body3.Capacity Building4.Support and Advisory Role 5.Profiling Role 6.LG Knowledge Hub
SALGA 5 YEAR STRATEGIC PLAN
2012-2017
SALGA 5 YEAR STRATEGIC PLAN
2012-2017
INTER / NATIONAL CONTEXT1. MDGs & Global Commitments2. National Dev Plan & other national plans/policies 3. MTSF4. LGTAS5. Electoral Mandate (2011)
INTER / NATIONAL CONTEXT1. MDGs & Global Commitments2. National Dev Plan & other national plans/policies 3. MTSF4. LGTAS5. Electoral Mandate (2011)
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GOAL 1ACCESSIBLE, EQUITABLE AND SUSTAINABLE MUNICIPAL
SERVICES DELIVERED BY LOCAL GOVERNMENT
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GOAL 1
ACCESSIBLE, EQUITABLE AND SUSTAINABLE MUNICIPAL SERVICES DELIVERED BY LOCAL GOVERNMENT
GOAL 2
SAFE AND HEALTHY ENVIRONMENT AND COMMUNITIES
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GOAL 1
ACCESSIBLE, EQUITABLE AND SUSTAINABLE MUNICIPAL SERVICES DELIVERED BY LOCAL GOVERNMENT
GOAL 2
SAFE AND HEALTHY ENVIRONMENT AND COMMUNITIES
GOAL 3PLANNING AND ECONOMIC DEVELOPMENT AT A LOCAL
LEVEL
www.salga.org.zaGOAL 4
EFFECTIVE, RESPONSIVE AND ACCOUNTABLE LOCAL GOVERNANCE FOR COMMUNITIES
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GOAL 1
ACCESSIBLE, EQUITABLE AND SUSTAINABLE MUNICIPAL SERVICES DELIVERED BY LOCAL GOVERNMENT
GOAL 2
SAFE AND HEALTHY ENVIRONMENT AND COMMUNITIES
GOAL 3
PLANNING AND ECONOMIC DEVELOPMENT AT A LOCAL LEVEL
GOAL 5
HUMAN CAPITAL DEVELOPMENT IN LOCAL GOVERNMENT
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GOAL 1
ACCESSIBLE, EQUITABLE AND SUSTAINABLE MUNICIPAL SERVICES DELIVERED BY LOCAL GOVERNMENT
GOAL 2
SAFE AND HEALTHY ENVIRONMENT AND COMMUNITIES
GOAL 3
PLANNING AND ECONOMIC DEVELOPMENT AT A LOCAL LEVEL
GOAL 5
HUMAN CAPITAL DEVELOPMENT IN LOCAL GOVERNMENT
GOAL 6FINANCIALLY AND ORGANISATIONALLY CAPACITATED
MUNICIPALITIES
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GOAL 1
ACCESSIBLE, EQUITABLE AND SUSTAINABLE MUNICIPAL SERVICES DELIVERED BY LOCAL GOVERNMENT
GOAL 2
SAFE AND HEALTHY ENVIRONMENT AND COMMUNITIES
GOAL 3
PLANNING AND ECONOMIC DEVELOPMENT AT A LOCAL LEVEL
GOAL 5
HUMAN CAPITAL DEVELOPMENT IN LOCAL GOVERNMENT
GOAL 6
FINANCIALLY AND ORGANISATIONALLY CAPACITATED MUNICIPALITIES
GOAL 7
EFFECTIVE AND EFFICIENT ADMINISTRATION
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Flagship projects 2014/15
1. Phased implementation of the SALGA Centre for Leadership and governance
2. Initiation of an executive coaching programme for municipal leaders
3. Initiation of a multi-disciplinary advisory and hands-on support for improved municipal audits
4. Lead the review of legislation that impedes on LG and OLG (OLGA, Municipal Structures Act, Municipal Systems Act, Data Management
5. Implementation of an Anti-Corruption programme based on resolutions of the SALGA Anti-Corruption Summit
6. Initiation of a small town regeneration programme to unlock rural economies and manage the urban-rural interface / interdependencies
7. Support municipalities in the implementation of EPWP and CWP thereby promoting job creation by municipalities (Convene a LG job creation summit)
8. Lead Knowledge Management in Local Government focusing on (Research, Sharing of Local Government best practice, Knowledge Hub, Municipal Barometer, HR Information Management System, Municipal Managers’ Forum
9. Profiling of local government service delivery successes & rebranding of SALGA
10. Initiate a quality management programme for Local Government and SALGA16
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SALGA ANNUAL PERFORMANCE PLAN 2014/15
(CURRENT YEAR)
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STRATEGIC GOALS AND PRIORITIESSTRATEGIC GOALS AND PRIORITIES2012 - 20172012 - 2017
Strategic Plan
Annual Performance Plan
5-Years
Year 12012/13
Year 22013/14
Year 4 Year 5
Annual Report
Quarterly Reporting
Year 1 Year 2 Year 3 Year 4 Year 5
Q1 + Q2 + Q3 + Q4 =
SALGA PERFORMANCE PLANNING AND REPORTING FRAMEWORK
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2014/15
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SALGA PERFORMANCE PLANNING AND REPORTING FRAMEWORK
The SALGA APP 2014/15 which represents year three (3) of the SALGA Strategic Plan: 2012-17 now consists of:•3 Apex Priorities
•7 Strategic Goals,
•63 Targets/Deliverables
•72 Key Performance Indicators
•10 Flagship Projects (2014/15)
Organisational performance reporting to CoGTA shall be based on the 63 targets and 72 KPIs and similarly be audited by AG
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Continuous efforts to streamline the plan towards greater performance and
reporting efficiencies
www.salga.org.zaIN-YEAR REPORTINGIN-YEAR REPORTING
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IGR
MID
EDP
MF
MIS
CD
EC FS GP KZN LP MP NC NW WC
EC FS GP KZN LP MP NC NW WC
EC FS GP KZN LP MP NC NW WC
EC FS GP KZN LP MP NC NW WC
EC FS GP KZN LP MP NC NW WC
EC FS GP KZN LP MP NC NW WC
EC FS GP KZN LP MP NC NW WC
Quarterly Report and Annual Quarterly Report and Annual ReportReport
7 Goals 3 APEX Priorities 2012-2017 6 SALGA Mandates 63 Targets/Deliverables 72 KPIs 10 Flagship Per Directorate /Province
NEC/PEC/ CEO
N
N
N
N
N
N
N
EC FS GP KZN LP MP NC NW WCN
FCS
OCEO
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DELIVERABLES PER DELIVERABLES PER STRATEGIC GOAL STRATEGIC GOAL
2014/152014/15
www.salga.org.zaGOAL 1:LOCAL GOVERNMENT DELIVERING EQUITABLE AND SUSTAINABLE SERVICES
Portfolio Nr Outcomes 2014-15MIS 1 Local government infrastructure grant review addresses bulk and municipal
infrastructure funding (including housing and roads) MIS 2 Municipalities supported on institutional arrangements for sustainable
service provisionMIS 3 Municipalities supported to address social housing and backyard
interventionsMIS 4 Research into cost of service provision including environmental
management cost drivers MIS 5 Implementation of Framework Agreement is monitored
MIS 6 Campaign/s for cleaner environment addressing municipal priorities
MIS 7 OLG position on funding options for infrastructure renewal (refurbishment and replacement) taken into account in LG infrastructure grant review
MIS 8 Municipalities supported in their authority function for municipal services (incl. housing accreditation and transport)
MIS 9 OLG position paper developed to prioritize use of rail for freight instead of roads
www.salga.org.zaGOAL 2:SAFE AND HEALTHY ENVIRONMENT AND COMMUNITIES
Portfolio Nr Outcome 2014-15
MIS 10Renewable energy and energy efficiency innovation and benefits thereof shared and promoted
MIS 11 Environmental management and climate change strategies advocated and municipalities supported
CD 12 Improved local government capacity on disaster risk reduction.
CD 13 Improved capacity of local government in dealing with migration issues.
CD 14 Clear position of local Government on funding of health services.
CD 15 Model for Improved community facilities for local government piloted
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GOAL 3:PLANNING AND SOCIO-ECONOMIC DEVELOPMENT AT LOCAL GOVERNMENT LEVEL
Portfolio Nr Outcome 2014-15EDP 16 Address gaps in capacity and skills to support municipalities on improving
support to informal trading and co-ops as well as SMME’s
EDP 17 Support Municipalities on the development of LED Strategies, SDF and regional approaches to LED in line with the Framework
CD 18 Improved profiling, Monitoring & Evaluation and capacity building in relation to poverty eradication approaches.
CD 19 Improved knowledge and access to information on transversal issues.
EDP 20 Implement a programme jointly (with National Departments and Entities) on municipal websites and municipal broadband
EDP 21 Produce annual planning legislation and case law barometer and aTraining programme for municipalities on the SPLUM Act and its Regulations implemented
EDP 22 Implementation of a capacity building programme for Municipal support on Rural Development and Agriculture
www.salga.org.zaGOAL 4:
EFFECTIVE, RESPONSIVE AND ACCOUNTABLE LOCAL GOVERNANCE TO COMMUNITIES
Portfolio Nr Outcome 2014-15GIGR 23 Refined model for coherent support developed.
GIGR 24 Municipalities supported towards becoming sustainable and self-sufficient entities, able to deliver effective and accountable governance.
MID 25 Capacitate and support municipalities to develop and implement performance management system (PMS).
GIGR 26 Organised Local Government influences policy and legislative outcomes to be more responsive to Local Government.
ES 27 Platform created to facilitate municipal international cooperationGIGR 28 Effective accountability and oversight in municipalities. facilitated
GIGR 29 Lobbied for improved councillor payment dispensation and Capacitated councillors.
GIGR 30 Improved and enhanced public participation in municipalities facilitated
GIGR 31 Facilitate municipalities’ participation in ward delimitation process.
GIGR 32 Support municipalities in the implementation of Anti-corruption Strategies / Corruption free municipalities / interventions
GIGR 33 Improved policy and legislative framework for developmental local government facilitated
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GOAL 5:HUMAN CAPITAL DEVELOPMENT IN LOCAL GOVERNMENT
Portfolio Nr Outcome 2014-15MID 34 Review impact of existing collective multi-year agreementMID 35 Implementation of the revised SALGBC remodeling monitoredMID 36 Represent municipalities in conciliations arbitrations and litigationMID 37 Negotiate Collective Agreement on Service Charter MID 38 Assessment report on compliance with collective agreementsMID 39 Facilitate the interpretation and implementation of the amendment of the Labour
Relation Act in the LG SectorMID 40 Representation of the interest of Local Government at NEDLAC and ILO assessedMID 41 Capacitate municipalities towards the implementation of the professionalization
FrameworkMID 42 Continuous induction and training of councilors Lobby/Engage Political Parties and
assess effect of their intervention in last induction to ensure 60% retention in next round and sustainability and training of councillors
MID 43 Awareness building and preparation/s towards the implemetation of Local Government Leadership Development Academy
MID 44 Capacitate municipalities towards the implementation of LG mentorship programme
MID 45 Portfolio base capacity building conductedCSR 47 Improved knowledge and access to information on transversal issues.MID 46 Knowledge sharing and inter-municipal peer learning programme reviewed.MID 48 Capacitate municipalities towards the implementation of HR StrategyMID 49 Guidelines developed on the implementation of amendments and update all
policies affected by amendments
www.salga.org.zaGOAL 6:FINANCIALLY AND ORGANISATIONALLY CAPACITATED MUNICIPALITIES
Portfolio Nr Outcome 2014-15
MF 50 Lobbied for the comprehensive fiscal review on fiscal allocations to municipalities
MF 51 Barometer on municipal finance legislation and policies developed
MF 52 Assist provinces to supported and advised municipalities on improving revenue management, credit control and outstanding debtors
ES 53 Improved functioning of Internal Audit Units in municipalities facilitated.
MF 54 Support provided towards the (more) effective functioning of municipal audit committees
MF 55 Implement a provincial ‘adopt a municipality campaign’ (to support improved audit outcomes)
MF 56 Implementation of SALGA’s position on differentiated approach
www.salga.org.zaGOAL 7:EFFECTIVE AND EFFICIENT ADMINISTRATION
Portfolio Nr Outcome 2014-15ES 57 SALGA Operational excellence mode (executive support)l rolled out
FCS 58 Performance Management System sustained and continuously improved through monitoring and evaluation
FCS 59 Responsive ICT environment maintainedFCS 60 80% of SALGA office accommodation in compliance facilitatedFCS 61 Repository of unclassified information updatedFCS 62 Determine appropriate interventions for improved client satisfactionES 63 Stakeholder management strategy rolled outES 64 SALGA governance structure support model implementedES 65 Marketing and communication plan 2014/15 implemented
CSR 66 Unqualified Audit Opinion for the 2014/15 financial year obtainedFCS Unqualified Audit Opinion for the 2014/15 financial year obtainedFCS 67 2015/16 Budget aligned to organisational strategic objectivesFCS 68 Capacitated business units ensuredFCS 69 Implement 2nd phase of sustainable employment conditions of serviceFCS 70 Implementation of 2014/15 employee recognition programmeFCS 71 Structured implementation of employee wellness programmeFCS 72 Compliance ensured with skills development, employment equity and OHS
legislation
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MATTERS FOR ON-GOING ENGAGEMENTS WITH COGTA
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• Interventions and Interventions Bill
• Unfunded / Underfunded Mandates
• Determination of upper limits for salaries of senior managers in local government
• COGTA Local Government Institute
• Draft regulations on conditions of service for bargaining council employees
• Consequences and accountability framework
• Review of Organised Local Government ( Work in progress, Bill being drafted)
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• Devolution of the Housing Function
• Reform of the electricity industry
• The determination of the upper limits of the salaries of municipal councillors
• SALGA’s Anti-Corruption Commitment
• Theft of electricity cables
• Municipal Property Rates Amendment Act (Although passed by Parliament, SALGA requested the President not to assent to the Act but to refer it back for further consultation.)
• Public Administration Management Act (Although passed by Parliament, SALGA requested the President not to assent to the Act but to refer it back for further consultation.)
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MATTERS FOR ON-GOING COLLABORATION WITH COGTA
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• Finalisation and implementation of the IUDF
• Legislation impeding service delivery
• Special Presidential Package on the Revitalisation of Mining Towns
• Professionalisation of local government
• Review of the LG Anti-corruption Strategy
• Participation of Traditional Leaders in municipal processes and council meetings and related matters
• Responses to municipal audit outcomes
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SALGA responses to the National Development Plan
• Transitioning a low carbon economy
– SALGA established a Climate Change, Environmental Affairs and Sustainability Working group
– Specific focus areas under goal 1 and goal 2
• Inclusive rural economy
– Economic Development and Planning working group
– Specific focus areas under goal 3
– Currently small town regeneration project
• Human settlements
– Specific focus area under goal 1
– Assisting metros with Assignment of function
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SALGA responses to the National Development Plan (Cont.)
• Promoting health
– Specific focus areas under Goal 2
• Social protection
– Specific focus areas under goal 2
• Building safer communities
– Specific focus areas under goal 2
• Building a capable state
– Specific focus areas under goal 4, 5 & 6
– Specific focus on effective IGR
– Enabling environment for the functioning of developmental local government
– Good governance
– Professionalisation of local government35
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SALGA responses to the National Development Plan (Cont.)
• Promoting accountability and fighting corruption
– Specific focus areas under Goal 4
– Effective accountability and oversight in municipalities
– Support municipalities to implement practical measures against corruption
– Local government leading the fight against corruption and mal-administration
• Transforming society and uniting the country - active citizenry
– Specific focus areas under Goal 4
– Innovative and effective public participation mechanisms
– Partnerships with civil society
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SALGA response to the MTSF
The key features of the MTSF relating to COGTA and as highlighted by the Ministry to the Portfolio Committee includes the following:
•Members of society have sustainable and reliable access to basic services.
– Municipalities supported on institutional arrangements for sustainable service provision
– Research into cost of provision
– OLG position on funding options for infrastructure renewal
•Intergovernmental and democratic governance arrangements for a functional system of cooperative governance strengthened.
– SALGA proposal on the refined model for coherent support to municipalities
•Sound financial and administrative management.
– Municipalities supported to deliver effective and accountable governance37
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SALGA response to the MTSF (Cont.)
• Promotion of social and economic development.
– Improved capacity in local government to deal with migration
– Model for improved community facilities in municipalities piloted
– Support to municipalities in the development of LED Strategies
– Implementation of a capacity building programme for municipal dsupport on Rural Development and Agriculture
• Local public employment programmes expanded through the Community Work Programme (CWP).
– Improved profiling, monitoring and evaluation and capacity building in relation to poverty eradication approaches
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Previous engagements with the Portfolio Committee
Since their election in 2011, the current SALGA leadership had engaged with the Portfolio committee on a number of occasions, focussing on the following:
•5-year Strategic Plan & APP
•Annual report
•Local Government Budgets and Expenditure Review
•Challenges relating to payment of government property rates (Partly resolved)
•Progress in the establishment of MPACs; Establishment and Functionality of Local Labour Forums; Assistance provided by SALGA to municipalities in the roll-out of basic services; Outcomes of Councillor Induction Programme; Plan of Action for the resolutions of SALGA National Conference
•Draft regulations on appointment and conditions of service of senior management
•SALGA relations with LG SETA and SETA’s involvement in Cllr capacity building
•Municipal Property Rates Amendment Bill ( This matter remains a challenge)39
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Appropriation matters to be brought to the attention of the Committee
SALGA will raise the following matters as critical at the 2014 Budget forum:
Unfunded / Underfunded Mandates
Housing Function
Health Care Services
Libraries & Museums
Ambulance Services
Roads
Regulatory Framework
Regulations: Standard Chart of Accounts
Regulations: Appointment & Conditions of Employment of Senior Managers
Spatial Planning and Land Use Management Act
Municipal Boundary Determinations
Public Administration Management Bill 40
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Appropriation matters to be brought to the attention of the Committee (Cont.)
SALGA continues to participate in the review of the LG Fiscal framework such as:
•Local government infrastructure Grant Review
•Review of Metropolitan municipalities‘ own revenue sources
•Cost of providing free basic services
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Municipal Audit Outcomes
SALGA Approach
•After consultation with the A-G, National Treasury, COGTA and other role players, SALGA developed its own Municipal Audit Support Programme (MASP)
•It will focus on municipalities not submitting financial statements as well as the 67 municipalities with the worst audit outcomes
•MASP will follow a multi-disciplinary approach and will focus on aspects not addressed by other institutions.
•Aspects to be addressed will include financial management, leadership, capacity building, governance, record management etc.
•MASP to be launched soon
•SALGA would like to dedicate a session with the Committee to share its approach in detail
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NCOP Local Government Week
• In 2011 and 2012 the NCOP in partnership with SALGA, has hosted the NCOP LG Week.
• The week focuses all discussions during that week on matters relevant to Local Government
• The objectives of the Local Government Week are to:
– Showcase successes and challenges confronting municipalities in the execution of the developmental mandate;
– Assess the adequacy of the support framework from national and provincial government, as envisaged by the Constitution;
– Explore means of enforcing the constitutional support framework; and
– Facilitate dialogue on local government issues and foster a common understanding on the challenges at hand, as well as to propose short-term, medium term and long-term solutions.
• The NCOP chair committed to host a LG Week in 2014 and the Portfolio Committee will be invited to participate 43
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SALGA IS MATURINGSALGA IS MATURING
”Day by day nothing changes … but one day when you look back everything is different”
• Strong winds set deep roots … We have taken our time to establish our roots in order to anchor a mighty
tree
• Collective effort towards Building SALGA as a centre of Corporate Excellence are beginning to yield the necessary fruits.
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Maturing Phase
2009/10 Unqualified
Audit Opinion
Sustainability Phase
2010/11 Unqualified
Audit Opinion
2011/12 Unqualified
Audit Opinion
2012/13 Unqualified Audit
Opinion with no findings
Clean
2013/14 Unqualified Audit
Opinion with no findings
Clean
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Thank you
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