PRESENTATION

1. PRESENTATION AUSTRALIA SOUTH AFRICA LOCAL GOVERNANCE PARTNERSHIP 7 NOVEMBER 2002 G J R GREVELING

2. PURPOSE OF EXCHANGE • Enhance capacity of Kwanaloga to assist municipalities

3. TERMS OF REFERENCE • Training • Performance management sec 57 employees • Governance • Gender • Western Australian Local Government

4. METHODOLOGY TO ENSURE COMPLIANCE • Most time spent at Walga [exposure culture, work ethics general functioning] • Local government week • Individual interviews • Attend training course

5. TRAININGWALGA TRAINING • Walga developed training programmes for all councillors to ensure compliance with statutory obligations • Training needs identified through consultation with all stakeholders

6. WALGA TRAINING [CONT.] • Training is outcomes based • [competencies that must be acquired] • Training material owed by asso- ciation • Facilitators appointed by asso- ciation

7. WALGA TRAINING [CONT.] • Learnerships implemented at municipal level central govern- ment in some instances provide subsidy

8. NATIONAL TRAINING FRAMEWORK • Nationally new training package introduced for local government in 2000 • Competencies recognised as basis for national qualifications • Competency focus on what employee is expected to do as oppose to learning

9. NATIONAL TRAINING [CONT.] • Identify what people need to do in their jobs • Identify what they need to know to do job • Standard of performance required to do job as expected by enterprise

10. NATIONAL TRAINING [CONT.] • Competency standards used to develop job descriptions • Performance reviews imple- mented by using competency standards • Prior qualifications and informal learning recognised through process of assessment

11. NATIONAL TRAINING [CONT.] • Councillors and officials can obtain formal qualifications in local government • Certificates • Diplomas • Advanced diplomas

12. NATIONAL TRAINING [CONT.] • Place emphasis on language literacy and numeracy needs prior to training • Conducts pre-training question- naire on : • Educational background • First language • Specific needs of participants

13. NATIONAL TRAINING [CONT.] • Previous training conducted • Why participating in course

14. PERFORMANCE MANAGEMENT • A culture of performance management exist • Compulsory for all employees since 1995 introduced through legislation • One review per annum

15. PERFORMANCE MANAGEMENT [CONT.] • CEO reviewed by council other employees reviewed by CEO [delegate to line managers but remain accountable] • Training and development method most commonly used as opposed to scoring system

16. PERFORMANCE MANAGEMENT [CONT.] • This involves open and free discussion within overall performance of organisation • This method allows council to assess strengths and weak- nesses of CEO in specific areas

17. PERFORMANCE MANAGEMENT [CONT.] • This in turn lead to training and development to fill gaps in knowledge and expertise • All employees only receive one adjustment to salary no specific cost of living or performance adjustment [see it as problematic to adjust the salary at same time as measuring performance]

18. PERFORMANCE MANAGEMENT [CONT.] City of Perth have performance system that have four compo- nents • Vision and leadership • Provide strategic direction • Facilitate workplace effectiveness • Formulate business strategies

19. PERFORMANCE MANAGEMENT [CONT.] • Strategic goal management • Formulate business strategies • Manage change • Manage risk

20. PERFORMANCE MANAGEMENT [CONT.] • People management and custo- mers • Manage delivery of quality client service • Facilitate people management

21. PERFORMANCE MANAGEMENT [CONT.] • Performance and task manage- ment • Manage financial resources • Manage resources

22. PERFORMANCE MANAGEMENT [CONT.] • Team management applied in respect to outside employees • Team evaluates performance of team members • Performance management not seen as opportunity to dismiss employees

23. GOVERNANCE • Every council have a four year principle activities plan that is developed by council and also published for public comment • This plan is the same as our IDP program

24. GOVERNANCE [CONT.] • The roles and functions of councillors as opposed to officials are clearly defined in the Local Government Act • Council agendas are developed by officials with very little or no council involvement

25. GOVERNANCE [CONT.] • Council agendas, minutes and four year activities plan available where public pays accounts • Council plays no part in discipline of employees with the exception of the CEO whilst the senior managers cannot be dismissed without council consent

26. GOVERNANCE [CONT.] • Collective bargaining is done with unions by officials of council with no council involvement • Appointments of officials are the responsibility of the CEO whilst the council is responsible for appointment of CEO

27. GOVERNANCE [CONT.] • Appointments of officials are the responsibility of the CEO whilst the council is responsible for appointment of CEO

28. GOVERNANCE [CONT.] • Should council decide not to accept recommendation of CEO then council must provide reasons for non acceptance but cannot substitute the recom- mendation of CEO with their recommendation

29. GOVERNANCE [CONT.] • Majority of income are from rates and services whilst grants are also received from central government • Development of projects in councils are not addressed in isolation to sustainability of projects in the long term

30. GOVERNANCE [CONT.] • Alternative funding constantly investigated and factors that impacts on future income such as an ageing population is identified • Meetings with public held in bigger councils once every 3 months

31. GOVERNANCE [CONT.] • Council provide secretariat for these meetings • Any questions that cannot be responded to immediately is addressed in writing to person that asked the question

32. GOVERNANCE [CONT.] • The following skills identified during a training workshop as important for councillors: • Listening skills • Communication skills • Common sense • Mediation skills

33. GOVERNANCE [CONT.] • Councillors receive a maximum attendance allowance of $6000 per annum plus cell phone allowance of $2000 per annum

34. GOVERNANCE [CONT.] • The minister of local government can remove a council for failure to provide good government [cannot only remove an individual] • Establishment of tribunal can resolve the current problem

35. GENDER • Women in Australia like in South Africa under represented in local government in Australia • 30% of councillors • 15% of mayors • 10% of senior executives

36. GENDER [CONT.] • Established a women's asso- ciation • Activities include: • Act as information base for women • Hold conferences, seminars and workshops on issues of interest to women

37. GENDER : ACTIVITIES [CONT.] • Run mentor bank • Speak to schools and community groups about careers for women in local government • Arrange networking and support for women in local government

38. WESTERN AUSTRALIAN LOCAL GOVERNMENT ASSOCIATION • Association launched on 6 December 2002 • The association has a member- ship of 143 out of possible 144 municipalities

39. COMPARISON BETWEEN KWANALOGA AND WALGA • Kwanaloga staff - 13 employees • Walga staff - 63 employees • Kwanaloga member munici- palities - 61 • Walga member municipalities - 143

40. COMPARISON [CONT.] • Kwanaloga budget R6 million • Walga budget $14 million [R 84 million] • Kwanaloga sources of income: • Membership fee

41. COMPARISON [CONT.] • Walga sources of income • Membership fee • Grant funding central government • Services Income • Kwanaloga number councillors - 1781 • Walga number councillors - 1400

42. COMPARISON [CONT.] • Kwanaloga population - 8.4 million • Walga population - 1.2 million • Kwanaloga employees in local government - 32 000 • Walga employees in local government 12 000

43. SERVICES PROVIDED BY WALGA • TWO MAIN STREAMS • POLICY • SERVICES

44. SERVICES PROVIDED BY WALGA [CONT.] POLICY ROLE AND FUNCTION • Investigate the issues of highest priority to Western Australia Local Government

45. SERVICES PROVIDED [CONT.] • Determine a collective position on these • Give effective voice through program of advocacy targeted at key decision makers in local government

46. SERVICES PROVIDED [CONT.] THREE CORE OBJECTIVES • Create strategic relationships through which influence can be exerted • Pursue continued increased funding to benefit local government

47. SERVICES PROVIDED [CONT.] • Maintain and expand local government political autonomy

48. SERVICES PROVIDED [CONT.] THE FOLLOWING POLICY MATTERS ARE COVERED BY ASSOCIATION • Community development • Environment • Health • Intergovernmental relations

49. SERVICES PROVIDED [CONT.] • Governance • Transport • Waste management

50. SERVICES PROVIDED [CONT.] SERVICES • Majority of services provided in partnership with other service providers • Work place relations services [similar to labour relations service of kwanaloga]