Provincial and Local Government




Mr Elroy Africa:

Deputy Director-General

1 March 2005


1. Purpose of the SCB Branch

2. Role of the Branch

3. Sub-Programmes of the Branch

4. Strategic Objectives and specific strategies

5. Budget Allocations

6. Intergovernmental Fiscal Relations (IGFR)

7. Local Government Administrative Systems

8. Capacity Building Systems

9. Disaster management

10. Performance Management and Monitoring Systems

11. Local Government Leadership Academy

12. Local Government Anti-Corruption

13. Conclusion

1. Purpose of the SCB Branch


(a) Provide capacity building and hands-on support

(b) Provide a national disaster management centre

(c) Promote intergovernmental fiscal relations.

Measurable Objective:

A sustainable system of developmental local government that fosters integrated development and service delivery through monitoring and support for capacity building and systems development within a targeted period

2. Role of the SCB Branch

Focus is on building systems, and providing support and capacity building

Occupies a critical place in the dplg value chain

Manage key fiscal transfers to local government

Not directly involved in service delivery/programme management/implementation

3. Sub-Programmes of the Branch

1. Management: Office of the Deputy Director General - SCB (DDG: Elroy Africa)

2. Intergovernmental Fiscal Relations (CD: Shiva Makotoko)

3. Local Government Administrative Systems

4. Capacity Building Systems

5. Disaster Management (CD: Louis Buys)

6. Performance Management and Monitoring Systems

7. Local Government Leadership Academy (CD: Nyanisile Jack)

8. Local government Anti-Corruption (CD: Moses Rangata)

9. Local Government: Equity and Development (CD: Mihloti Mathye)

4. Strategic Objective and Specific Strategies

Strategic Objective:

Consolidate local government's capability and impact to achieve sustainable development


1. Build economically and financially sustainable local government.

2. Deepen local democracy, governance and accountability.

3. Build institutional and administrative systems in local government.

4. Build developmental capability for delivery at local government level.

5. Provide targeted hands-on support to identified municipalities.

6. Build proactive and responsive Disaster Management capacity and capability.

5. Budget Allocations: Administration

[Budget not included see 2005 Estimates of Expenditure for budget]

6. Intergovernmental Fiscal Relations (IGFR)

6.1 Progress & Achievements 2004/5

Draft regulations and guidelines of the Local Government Property Rates Act completed.

Review of the equitable share allocation completed for 2005/6.

Effective management of the Equitable Share (R7.6bn), Local Government Capacity Building Grant (R220m) and Municipal Systems Improvement Grant (R182m).

Review of the local government fiscal framework is advanced.

Work with Department of Public Works to finalise a payment protocol for government department to municipalities is near completion.

6.2 2005/6 Priorities

Finalise and implement Payment Protocol (Sept 2005)

Best practice billing Systems initiative implemented and preliminary lessons shared (April 2006)

Municipal Services Debt Reduction Programme implemented (March 2006)

Revised LG Equitable Share formula finalised (March 2006)

Support municipalities in the implementation of the Property Rates Act (March 2006)

7. Local Government Administrative Systems

7.1 Progress and Achievements 2004/5

Draft Local Government Employees Bill prepared.

A comprehensive report and draft legislation prepared on Cross Boundary Municipalities.

A survey has been undertaken on the institutionalisation of Ward Committees.

A report has been prepared on the remuneration of councillors.

Work on preparing guidelines for bargaining and dispute resolution in advanced.

7.2 2005/6 Priorities

Cabinet approval for the Local Government Employees Bill. (March 2006)

Support and ensure a successful local government elections. (March 2006)

Provide effective bargaining and dispute resolutions for local government. (May 2005)

8. Capacity Building Systems8.1 Progress and Achievements 2004/5

Finalised a National Capacity Building Framework for Local Government.

Provided support to municipalities in implementing their assigned powers and functions.

Implemented a Knowledge Sharing Programme -facilitated peer reviews.

8.2 2005/6 Priorities

Improved capability to assess the capacity building needs of municipalities through a Web-enabled tool. (May 2005)

Ongoing support to implement their assigned powers and functions. (ongoing)

Extend the Knowledge Sharing Programme to all District Municipalities. (December 2005)

9. Disaster Management

9.1 Progress and Achievements 2004/5

Published draft regulations and framework for public comment.

Established key strategic partnerships in & outside of government, e.g. various MOUs and Working Groups.

Good progress in establishing an integrated Disaster Management Information System, e.g. Fire Danger Index and vulnerability Mapping.

Assisted in extinguishing various veld, forest and informal settlement fires.

Assisted in co-ordinating SA's response to the Tsunami victims.

9.2 2005/6 Priorities

Implementation of the Disaster Management Act - e.g. functional structures established. (March 2006)

Disaster Management framework and regulations distributed across government. (August 2005)

Monitoring strategy developed for Disaster Management Plans. (October 2005))

Ongoing improvement of the Integrated Information Management System.

10. Performance Management and Monitoring Systems

10.1 Progress and Achievements 2004/5

Successful Municipal Performance Excellence (Vuna) Awards in 2004.

Initiated a process of Annual Performance Reporting, as per the Municipal Systems Act.

Completed a draft Performance Management Implementation Strategy.

10.2 2005/6 Priorities

Provide increased support to and improve monitoring of municipal Performance Management Systems.

Roll-out an institutionalised annual performance reporting system for municipalities. (ongoing)

Improve the quality of and participation in the Municipal Performance Excellence (Vuna) Awards.

11. Local Government Leadership Academy (LOGOLA)

11.1. Progress and Achievements 2004/5

Significant work undertaken on the design and institutional model for LOGOLA.

Managed a process of receiving Expressions of Interest from various institutions to support the implementation of LOGOLA.

Revising the financing/cost recovery model for LOGOLA.

11.2 2005/6 Priorities

Finalise the organisational and funding model and reach agreements with various partners. (July 2005)

Establish and launch the Academy as a pilot. (February 2006)

12. Local Government and Anti-Corruption

12.1 Progress and Achievements 2004/5

Prepared a draft Local Government Anti-Corruption Strategy.

Commenced roll-out of this draft strategy in 5 municipalities in the Western Cape. Plans advanced to extend the roll-out to other pilot municipalities.

Commenced work to establish a research database.

12.2 2005/6 Priorities

Finalise the Local Government Anti-Corruption Strategy.

Extend the roll-out of the number of pilot municipalities.

Prepare for the implementation of a Local Government Anti-Corruption Campaign.

13. Conclusion

Good progress was made in 2004 in implementing critical areas of work.

The challenges of building developmental systems in municipalities will be addressed in a large measure through Project Consolidate.

The overall priority of the Branch is to entrench the functionality core systems in municipalities and provide ongoing support in 2005.

Thank you