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The restructured SALGA

SALGA's vision is to be an integrated, sustainable local government association that supports municipalities and acts as a knowledge hub for professional services. This presentation outlines key services, challenges, a SWOT analysis, and a proposed restructuring plan to achieve a coherent administration aligned with organizational goals.

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The restructured SALGA

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  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

  4. Key Services & ProductsSupporting & Strengthening Municipal Capacity

  5. Key Services & ProductsCentre for Knowledge & Information Management

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

  7. 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 The Case for ChangeSALGA SWOT Analysis

  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: Human Resources Policy & Strategy Corporate Services Development Chief Knowledge Officer Manager Manager Manager Manager Manager Manager Manager Finance Policy & Parliamentary Labour Capacity HR IGR & Admin Research Services Relations Building 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 ModelTight-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

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