The Draft Professionalisation Framework
within the context of capacity building
for local government
1
Purpose and content of the Presentation
1. Relationship between NCBF and documents covered in this
presentation
2. Draft revised NCBF for LG: 2012 to 2016
3. Draft NCB Strategy for LG: 2012 to 2016
4. Draft Concept Paper on Support to LG
5. Draft Professionalisation Framework for LG
6. Conclusion
2
1. Relationship between NCBF and documents covered in this
presentation
It is a stated intention in the Constitution that the country
should be run on a system of co-operative governance;
Chapter 3 of the Constitution in Section 41 provides that:
‘All spheres of government and all organs of state within
each sphere’ must, amongst other things, ‘secure the
well-being of the people of the Republic; provide
effective, transparent, accountable and coherent
government for the Republic as a whole and co-operate
with one another in mutual trust and good faith by
fostering friendly relations and … assisting and
supporting one another’.
3
1. Relationship between NCBF and documents covered in this
presentation continue
In general, a municipality’s existing individual, institutional and / or
environmental capacity can be strong or needs to be improved relative
to the following; i.e. whether the municipality a. is delivering its services inadequately, adequately or exceeding
expectations. E.g. Are the services they provide in line with relevant
legislation and / or sector norms and standards but specific to the
powers and functions as contained in the Constitution and agreed to
with its community?;
b. is performing at a specific level, i.e. underachieving, achieving or
overachieving, on the objectives as set out in its Integrated
Development Plan (IDP) and annexed Plans [such as the Institutional
Plan] and Service Delivery and Budget Implementation Plan (SDBIP);
c. is functional as per benchmarks in terms of individual, institutional and
environmental capacity;
d. compares to other municipalities within its category as a whole, per
functional unit and / or per occupational grouping as per the
benchmarks in terms of individual, institutional and environmental
capacity; and
e. is complying with legislation and reporting requirements? E.g.
National Treasury Requirements to report in terms of section 71 of the
MFMA.
4
1. Relationship between NCBF and documents covered in this presentation
continue
The level of capacity to execute each stage should be
determined and inform capacity building plans / programmes.
5
1. Relationship between NCBF and documents covered in this
presentation continue
The NCBF is the overarching framework but there are matters contained in it that
needed more comprehensive attention and thus the development of the other framework,
strategy and concept paper, as indicated below:
NCB Strategy for
LG: 2012 to 2016
Professionalisation
Framework for LG
Matter
identified to
be addressed:
Institutional
and
Environmental
Capacity
Assessment
Tools
Concept Paper
on Support to LG
Revised NCBF for
LG: 2012 to 2016
Matter identified to
be addressed :
Financing of
integrated plans
and are they
addressing priority
capacity gaps?
Matter identified
to be addressed:
Legislative and
policy
compliance
Other
matters will
be
addressed
as
identified
Matter
identified to
be
addressed:
Benchmarks
versus
Maturity
Model
6
Draft revised NCBF for LG: 2012 to 2016
7
2. Draft revised NCBF: 2012 to 2016
The purpose of the framework is to provide an approach that will
enable sustainable municipal capacity; to improve the coordination and
monitoring of the provision and resourcing of support, capacity building
and training to municipalities; to determine where municipal capacity is
at and introduce relevant initiatives that achieve the pre-determined
impact.
General Contents:
a.
b.
c.
d.
e.
Roles and responsibilities of stakeholders involved in Local
Government Support, Capacity Building and Training
The Coordination of Support, Capacity Building and Training
Benchmarks to provide a measure for support, capacity building
and training
Approaches / assessments that can inform our understanding of
capacity challenges
A National Capacity Building Strategy for Local Government and
Capacity Building Plans as vehicle to implement the NCBF
8
2.
Draft revised NCBF: 2012 to 2016 continued
General Contents, continued:
f. Quarterly Monitoring of Initiatives against pre-determined Impact
g.
h.
(Outcome) Measures, Evaluation and Reporting
Financing Mechanisms and Institutions that Support Local
Government Capacity Building
Joint Accountability for enabling functional, performing
municipalities that adequately deliver the required services
In Summary:
2.1 This NCBF is a revision of the revised NCBF: 2008 to 2011,
to align to the Outcomes Approach adopted for
Government, reflect on lessons learnt and address
concerns of the Parliamentary Standing Committee on
Appropriations
2.2 Improved coordination through the National Municipal
Capacity Coordination and Monitoring Committee
(NMCCMC) established by the Deputy Ministers CoGTA
and NT and to be taken down to provincial and municipal
levels
9
2.
Draft revised NCBF: 2012 to 2016 continued
In Summary, continued:
2.3 To support coordination, an Integrated Capacity Building
Management of Information System (ICBMIS); available to
all stakeholders, to inform on annual integrated national
capacity building plans linked to provincial plans and
municipal Integrated Development Plans’ Institutional Plans
and tracking of progress, is under development
2.4 The introduction of pre-determined impact [before choosing
an initiative to enable informed impact assessments] and
benchmarks linked to ‘mature’ municipalities
2.5 Promoting a standard approach to developing LG plans
(see slide 12-13)
10
2.
Draft revised NCBF: 2012 to 2016 continued
Active in the Local Government Sector is Sphere-wide
(concurrent) and specialised (exclusive) authority, i.e. types
of regulatory responsibility:



Sphere-wide (concurrent) authority: Three departments are
responsible for regulating provincial and local governments as
spheres, as opposed to specific functions performed by these
spheres. These are DCoG (local and provincial government and
Intergovernmental Relations [IGR]), National Treasury (Inter
Government Financial Relations) and Department of Public
Service and Administration (Public Administration)
Specialised (exclusive) authority over a particular policy sector
refer to the many departments responsible for regulating specific
functions or sectors of provincial and local concurrent
responsibility, such as education, health, social development (of
provinces) and electricity, water, and sanitation (of local
government)
Thus, in terms of capacity building every department has a specific
11
mandate captured in the Acts that regulate them
2.
Draft revised NCBF: 2012 to 2016 continued
The overall approach of the NMCCMC in ensuring that
integrated Plans are developed and address actual
challenges is as follows:
a. Identify municipalities that will be differentiated for support,
capacity building and training.
b. To develop a next level of segmentation, identify
municipalities with functionality, performance and service
delivery challenges and where they do not request support,
capacity building and training, offer it.
c. Predetermine impact (outcomes) to be achieved, plan,
coordinate and deliver differentiated support, capacity
building and / or training initiatives and capture it in an
Integrated Capacity Building Plan (in the case of the
municipality an integrated Institutional Plan linked to the
IDP), to address gaps / needs / challenges identified at the
individual, institutional and environmental levels, annually.
d. Evaluate the impact of the support, capacity building and / or
training initiatives quarterly and inform NMCCMC
consultations and propose redress where no progress is
being achieved.
12
2.
Draft revised NCBF: 2012 to 2016 continued
The overall approach, continued:
e. Improve municipal functionality, performance and
service delivery through relevant support, capacity
building and / or training initiatives.
f. Follow an Exit Strategy, e.g. put Sustainability controls
in place.
g. Share information / good practice.
h. Each stakeholder is to compile an Impact Assessment
Report annually on those initiatives that are ready to
undergo impact assessments (impact, i.e. outcomes
takes a period of time to achieve and the measures
must be predetermined), addressing such aspects as
the correlations between investment and impact, also
indicating when other initiatives’ impact will be ready to
assess and making recommendations.
13
A systemic and holistic approach to capacity building
Enabling
Environment
Institutional Capacity
Political
Socioeconomic
Economic
factors
Individual Capacity
Organisation
al Culture
Potential
Qualifications
Experience
Competences
(Knowledge, Skills
and Attitudes)
Professional
Values
Networks
Behaviour
Spatial
position
Systems
Legislative
Management
practices
Structure
Processes
Equipment
Networks
Financial
Resources
Geographic
Demographic
composition
Human
Resources
Infrastructure
Regulations
Capacity of
community
14
Draft revised NCB Strategy for LG: 2012 to 2016
15
3. Draft NCB Strategy: 2012 to 2016
The purpose of the Strategy is to address the National
Development Plan’s proposal to develop a longer term
approach to capacity building and address capacity gaps
identified by the skills audit and LGTAS and national
strategies’ priorities
Contents:
a.
Background
b.
Definitions
c.
Legislative Context
16
3. Draft NCB Strategy: 2012 to 2016
Contents, continued:
d.
e.
Related Capacity Building Strategies / Plans / Programmes
•
The National Planning
Development Plan, 2011
Commission’s
•
Human Resource Development (HRD) Strategy for
South Africa (SA): 2010 to 2030
•
The National Capacity Building Framework (NCBF) for
Local Government: 2012 to 2016
•
National Skills Accord of the Department of Economic
Development, 2011
•
National Skills Development Strategy (NSDS) III: 2011
to 2016 from the Department of Higher Education and
Training
•
List of specialised Strategies / Plans / Programmes
National
National Capacity Building Strategy for Local Government
17
3. Draft NCB Strategy: 2012 to 2016 continued
Contents continued:
Annexure A: Information required for Checklist
Annexure B: Purpose with some targeted strategies and Comparative
Table of some Strategies’ Pillars
Annexure C: Comparative Table of some Strategies’ Indicators
Annexure D: LGSETA Municipality Segmentation: Rough estimate
numbers and Local Government facts and figures comparative to WSP
compliance rates
The actual Strategy: Item 6.2 page 12 (includes indicators that the
sector will systematically address)
18
3. Draft NCB Strategy: 2012 to 2016 continued: Pillars and
projects
Pillars
Projects
1.
1.1 National
Municipal
Capacity
Improve coordination and impact made
Coordination
and
Monitoring
with
initiatives
aimed
at
local
Committee
(NMCCMC)
(and
government, i.e.:
provincial and municipal equals),
including its Working Groups.
• Sector Wide Authority (DCoG, NT
1.2 Integrated
Capacity
Building
and DPSA)
Management of Information System,
including improving data collection
• Specialised Authority (All other
to inform policy; an integrated
sector departments that use LG as
annual national, provincial and
implementation space)
municipal Capacity Building Plan
aimed at local government and
impact determined and assessed
2.
2.1 Municipal HR operates strategically
Promoting integrated and strategic
and seamlessly with HRD
approach to HR management and 2.2 National and provincial individual,
development
institutional
and
environmental
capacity improved
19
3. Draft NCB Strategy: 2012 to 2016 continued
Pillars
Projects
3.
3.1 Improve and sustain municipal
Improve municipal and provincial
individual
capacity
workplace
CoGTA municipal support and capacity
systems (e.g. GAPSKILL; Training
building units’ individual capacity
Committees,
Knowledge
Management, etc.)
3.2 Generic and targeted national
individual
capacity
building
priorities provided to municipalities,
including broadening the scope of
skills development to capacity
building; addressing staffing norms
and standards for capacity building
and ensuring the availability of data
capturers and the development of
data analysis skills at national,
provincial and municipal levels
20
3. Draft NCB Strategy: 2012 to 2016 continued
Pillars
Projects
4.
4.1 Institutional and environmental
Improve municipal and provincial
systems identified, improved and
CoGTA municipal support and capacity
sustained, including Competence
building
units’
institutional
and
Profiles and Dictionary, TASK to
environmental capacity
Organising
Framework
for
Occupations (OFO) Matrix, Policies
and Systems.
4.2 Generic and targeted national
institutional and environmental
priority capacity building provided
to municipalities.
5.
5.1 Service Delivery Improvement
Connection
between
communal
Programme, including Municipal
feedback and municipal capacity
Complaints Management Systems
required
adapted to cater for feedback on
individual and institutional capacity
5.2. Marketing Local government as
Career of Choice and improved
communal understanding of local
21
government services
3. Draft NCB Strategy: 2012 to 2016 continued: DCoG’s focus
Individual:
Institution:
Environment:
Councillors and officials, StatsSA Municipal Functional
according to TASK to OFO Units
occupations – skills audit
findings
Municipal Profiles
Programmes focussing on:
Leadership Programmes
Policies / Guidelines
Management Programmes
Standard Operating Procedures
Induction Programmes
Professionalisation
Legislative / Regulatory
Frameworks
Community Works Programme
Integrated Development Planning Systems and Management practices
practitioner and support staff
programmes
Human Resource Management
Deployees / Hands-on Support
and Development practitioner and
support staff programmes
Administrative Support
Knowledge Management
programmes
Legal Support programmes
Specialised Strategies such as: LGTAS
End-user computing
MISA
Differentiation
22
Draft Concept Paper on Support to LG
23
4.
Draft Concept Paper on Support to LG
The aim with this Concept Paper is to better understand
support as intended in section 154(1) of the Constitution:
“the national government and provincial governments, by
legislative and other measures, must support and
strengthen the capacity of municipalities to manage
their own affairs, to exercise their powers and to perform
their functions.”; and propose how to facilitate and
coordinate it across local government.
In view of a process to develop a bill on section 139 of the
Constitution, this concept paper will not deal with support
processes related to section 139, e.g. imposing of a
recovery plan, etc
24
4. Draft Concept Paper on Support to LG, continued
Contents:
a.
Introduction and Background
b.
Legislative understanding, defining of support and related
concepts
c.
Status Quo with regard to Support to Local Government
d.
Systematic Approach to Capacity Building: Individual, Institutional
and Environmental
e.
Conclusion
25
4.
Draft Concept Paper on Support to LG, continued
Contents continued: Attachment: Checklist to coordinate strategy
/ plans / programmes aimed at addressing Local Government
challenges (with the support of the Integrated Capacity Building
Management of Information System)
a.
b.
c.
d.
e.
f.
Challenges / gaps / needs (through assessments) identified
Is there a strategy / plan / programme / project in place to address
the gaps / challenges / needs identified?
Who is responsible for the strategy / plan / programme / project?
Any duplication across the various strategies / plans / programmes
/ projects?
Are we confident about the response that the strategies / plans /
programmes / projects provide to the challenges / gaps / needs
(through assessments) identified? If not what do we propose?
What are the Strategic Focus Areas for Local Government / What
do we want to achieve through Local Government?
26
4.
Draft Concept Paper on Support to LG, continued
The approach to be adopted should be to improve on lessons
learnt from Project Consolidate (deployment); the five-year Local
Government Strategic Agenda (coordination and monitoring);
and Siyenza Manye (deployment and hands-on support)
A general lesson learnt is that support is provided to a
municipality, however, as soon as the support is withdrawn the
situation goes back to its status prior the support and in some
cases there is even deterioration. To address this trend,
sustainable controls need to be put in place, e.g. an exit
strategy, a sustainability committee consisting of municipal and
provincial officials, etc
The basis for any approach is legislation
27
4.
Draft Concept Paper on Support to LG, continued
Support is defined as a form of capacity building, e.g. to
enable staff and municipalities to be functional, capable of
performing their jobs or their functions or services optimally
and sustainably. Support could entail -
–
–
–
–
–
–
–
consultancy;
mediation;
mobilisation;
coordination;
hands-on support with the necessary skills
transfer;
‘teaching’; and
implementation support; and legislative prescripts,
regulations, frameworks and guidelines
28
4.
Draft Concept Paper on Support to LG, continued
If support is viewed systemically and the holistic
and systemic approach to capacity building to
achieve a responsive, efficient, effective and
accountable local government system is adopted, it
becomes necessary to deal with support within
each of the three identified sub-systems. For each
of the identified sub-systems (individual,
institutional and environmental), there are three
aspects that need to be dealt with:
• What is being supported?
• Who is providing support?
• How to provide, facilitate and coordinate
support?
29
4.
E.g.
Draft Concept Paper on Support to LG, continued
Sub-System
What
Who
How
Environment
Political
(legislatures)
The core of National Departments i.
that have a direct impact on
municipalities:
i.
National Treasury.
ii.
Department
of
Development.
Economic
The
overall
approach of the
NMCCMC
in
ensuring
that
integrated Plans
are developed
iii. Department of Energy.
iv. Department of Environmental
Affairs.
v.
Department
Education.
vi. Department
Settlements.
of
Higher
of
Human
vii. Department of Public Service
and Administration.
viii. Department
Development
Reform.
of
and
Rural
Land
ix. Department of Water Affairs.
30
4.
Draft Concept Paper on Support to LG, continued
Requisites for the success of Support are:
a. Strategic Plans at each level of Government that links to the
Development Management Cycle must incorporate
integrated support and capacity building challenges and
plans to deal with them:
i.
DCoG’s Annual Performance Plan.
ii.
Provinces’ Growth and Development Plans.
iii. Municipalities Integrated Development Plans’
Institutional Plans.
b. The
Intergovernmental
Framework
Relations
Act’s
Implementation Protocols should be used to facilitate
support. It is also proposed that mandates, roles and
responsibilities, time frames and multi-year financial
allocations be clearly specified.
31
4.
Draft Concept Paper on Support to LG, continued
Requisites for the success of Support are, continued:
c. Some kind of ‘early warning system’ should be in place to
inform support requirements in time. This will be obviated
where the Performance Management and Monitoring and
Evaluation in the DCoG becomes operational and links to
provincial processes.
d. Monitoring of progress against Project Implementation
Plans. Electronic medium and / the day before or following
the quarterly NMCCMC meetings can be used to address
project activities, e.g. the development of guidelines.
e. The DCoG should fulfil its oversight role by ensuring that
said support form part of the Institutional Plans of
municipalities’
five-year
and
reviewed
Integrated
Development Plans, to ensure an integrated approach to
support, capacity building and training and key matters to be
cascaded to provincial and national governments’ plans.
32
Draft Professionalisation Framework for LG
33
5. Draft Professionalisation Framework for LG
The purpose of the framework is to to assist Local
Government in meeting its developmental mandate.
It operates in a complex and challenging task environment.
This involves, amongst other things, the efficient handling
of substantial budgets, meeting a range of complex
legislative requirements, interacting effectively with other
spheres of government, addressing the demanding and
sometimes conflicting expectations of the communities, and
engaging in highly technical forms of decision-making,
planning and implementation.
34
5. Draft Professionalisation Framework for LG continued
Contents:
a. Introduction, Strategic Focus and Background
b. Legislative and Strategic Policy Frameworks
c. Concepts related to Professionalisation
d. Guiding Principles for Professionalisation
e. Components associated with Professionalisation
f. Roles and responsibilities in terms of the Professionalisation
Framework
g. Professionalisation Implementation Plan
h. Conclusion
35
5. Draft Professionalisation Framework for LG continued
Background:
Following a number of amendments and corrections made by DCoG, a Draft Concept
Paper was distributed for comment, discussion and suggestions to a wide range of
stakeholders with a direct involvement or interest in the area of local government. Written
comments were received from the DPSA, LGSETA, SALGA, as well as from a number of
individuals. These have been incorporated into s revised version of the Concept Paper,
together with the comments and corrections from DCoG itself.
The development of this professionalisation framework has been informed by the lessons
learnt from international experience and the issues and challenges identified by the
Concept Paper. Some of the issues identified as barriers contributing to the perceived
lack of professionalism are as follows:
• Appointment of staff without adequate qualifications, expertise and experience.
• Appropriate political interventions in the work of officials.
• Lack of responsiveness to community needs.
• Low staff morale and poor service ethic.
• Inadequate implementation of performance management systems.
• Financial irregularity.
• Non compliance.
• Malpractice and corruption.
• Adverse findings by the Auditor-General.
36
5. Draft Professionalisation Framework for LG continued
It should be acknowledged that in South Africa there are already existing
professional bodies operating in the local government sector that are regulated
through the following legislation:
• Health Professions Act 56 of 1974.
• Professional and Technical Surveyors Act 40 of 1984.
• National Archives and Records Service of South Africa Act, 1996.
• Property Valuers Profession Act 47 of 2000.
• Engineering Profession Act 46 of 2000.
• Planning Professions Act of 2002.
• Auditing Profession Act 26 of 2005.
This professionalisation framework targets the elected officials and appointed
officials at the various occupational levels and in the various sectoral
disciplines in local government.
37
5. Draft Professionalisation Framework for LG continued
Defining a ‘Profession’: Whilst there is no definitive definition of what
constitutes a ‘profession’ as distinct from an occupation or trade, there is
general agreement in the comparative sociological literature (following from
the work of Carr-Saunders and Wilson,1933, in particular) that traditionally a
profession has been viewed as a vocation or full-time career that exhibits most
or all of the following characteristics •
•
•
•
a common body of specialised knowledge and expertise, based on the
application of systematic theoretical principles, and acquired by members
of the profession through prolonged education and training at the highest
levels, as well as on-going professional development;
a system for certifying that individuals possess such knowledge and
expertise before being licensed or otherwise allowed to practice;
a closed community with a strong sense of collegial responsibility and
corporate solidarity (esprit de corps), characterised by shared norms and
values;
adherence to high ethical standards and codes of behaviour, together with
provisions for the monitoring and enforcement of compliance by individual
members;
38
5. Draft Professionalisation Framework for LG continued
Defining a ‘Profession’ continued
•
•
•
•
a commitment to a social ideal that prioritises service to the welfare, health
and safety of citizens, communities and society as whole over the personal
interests of practitioners;
a high level of societal status, esteem and legitimacy, arising from the
higher social function of the work of the profession;
the existence of a professional body or organisation able to certify and
ensure the competence of practitioners and encourage and enforce ethical
standards of behaviour; and
a broad measure of discretionary autonomy allowed to members of the
profession over the management of their affairs, the development of new
knowledge and the setting of standards of performance and behaviour.
39
5. Draft Professionalisation Framework for LG continued
Defining ‘Professionalisation’: At the general level, an obvious definition of
professionalisation would be the process by which a particular occupation
transforms itself into a fully fledged profession, exhibiting the kinds of
characteristics outlined above.
Defining ‘Professionalism’: ‘Professionalism’ would refer to the competence,
work practices, ethos, behaviour and attitudes typically displayed by members
of such a profession. There is not one profession but many (nurses, engineers,
planners, land surveyors, librarians, accountants, HR practitioners, and many
more). Whilst it is expected that they all have a shared commitment to use
their expertise in ways that are conducive to enhancing public welfare rather
than private gain, they come from different backgrounds, with distinct
educational paths, traditions and values of their own. The following four types
of professionalism have been identified:
• Technical professionalism.
• Managerial professionalism.
• Administrative professionalism.
• Public service professionalism.
40
5. Draft Professionalisation Framework for LG continued
Defining ‘Professional Ethics’: Ethics in local government, as in other parts
of the public sector, are particularly important. This is because public office
involves a public trust, which can only be maintained if public officials
acknowledge the primacy of the public interest and are able through their
actions to promote public confidence in the integrity of municipal services. In
promoting improved standards of professional behaviour and conduct in local
government, a particular emphasis must be placed on the observance by both
elected and appointed officials of professional ethical principles and values.
Such principles are of a higher moral standard than other norms and
standards because they deal with normative issues of what is commonly
accepted as ‘right’ or ‘wrong,’ rather than what is merely desirable. As such
the principles following will be mandatory for all local government officials:
• Selflessness
• Stewardship
• Integrity
41
5. Draft Professionalisation Framework for LG continued
Defining ‘Professional Ethics’ continued
• Impartiality and Fairness
• Objectivity
• Honesty
• Confidentiality
• Accountability and Openness
• Political Neutrality
• Respect for Others
• Constitutional and Legal Duty
• Leadership
(Source: UK Nolan Committee’s Seven Principles of Public Life, and the UN’s
International Code of Conduct for Public Officials (United Nations, 2000)
42
5. Draft Professionalisation Framework for LG continued
Guiding Principles for Professionalisation
• To strengthen the local government system.
• To promote a high level of professional competence (knowledge
and skills), experience, behaviour and ethics on the part of local
government officials, both appointed and elected, especially those
at the senior executive level (professionalism).
• To promote professional ethics and professionalisation.
• To promote a development-orientated approach to local
government.
• To ensure uniformity, standardisation and harmony in the approach
to professionalisation, professionalism and professional ethics.
43
5. Draft Professionalisation Framework for LG continued
Guiding Principles for Professionalisation continued
• To align to existing constitutional, legislative and regulatory
mandates and requirements, and in particular to the broader
initiatives and provisions for local government capacity building
contained in the Revised National Capacity Building Framework for
Local Government (NCBF), 2012-16.
• To promote equity.
• To contribute to improved individual and institutional performance
and contribute to an enabling environment.
44
5. Draft Professionalisation Framework for LG continued
Components associated with Professionalisation
• Generic aspects to professionalism to be dealt with from a national perspective are:
a. Local Government Service Orientation:
This relates to the
conformance by all elected and appointed officials to high standards of
professional ethics, conduct and behaviour appropriate to serving the
public; as defined above. This will be achieved through programmes
linked to Batho Pele and the Codes of Conduct in the Municipal
Systems Act.
b. Managerial and leadership professionalism:
This will entail
competence (knowledge and skills) and a high level of analytical ability
in a wide array of areas or disciplines such as governance, strategic
capability, leadership, policy analysis and development, programme
and project management, human resource and financial management,
change and risk management, knowledge management, service
delivery innovation, interpersonal relations, mediation, conflict
management, diversity management and the display of exemplary
ethical conduct. A pipeline of managers at all levels and leaders to
ensure professionalism will be developed through national
development programmes.
45
5. Draft Professionalisation Framework for LG continued
•
Types of professionalism to be adopted for Local Government are:
a. Technical Professionalism:
This refers to the acquisition / application of
specialised / technical high level competence (knowledge and skills) in terms of the
norms and standards required for a relevant occupation / profession at various levels
within local government as context. This will be facilitated through various
recognised statutory and non statutory professional bodies (involving Ministerial
criteria to be adhered to, other than statutory requirements in the case of statutory
bodies) in consultation with relevant mandated sector departments. The recognised
professional body will certify the level of competence (knowledge and skills) that will
also ensure continuous professional development to enable career development and
progression as well as provide annual reports on such to the Minister for CoGTA.
b. Administrative Professionalism: To promote administrative practices that ensures
an effective, efficient, accountable and responsive local government system to
optimise service delivery. This will be facilitated through various recognised statutory
and non statutory professional bodies (involving Ministerial criteria to be adhered to,
other than statutory requirements in the case of statutory bodies) in consultation with
relevant mandated sector departments. The recognised professional body will certify
the level of competence (knowledge and skills) that will also ensure continuous
professional development to enable career development and progression as well as
provide annual reports on such to the Minister for CoGTA.
46
5. Draft Professionalisation Framework for LG continued
A Professionalisation Matrix: The matrix deals with the
following:
•
•
•
•
•
Core aspects required to build professionalism.
What is needed to address Individual Capacity?
What is needed to address Institutional Capacity?
What is needed to address Environmental Capacity?
What is already being addressed?
47
5. Draft Professionalisation Framework for LG continued
Roles and Responsibilities
National:
• Address the strengthening of a local government ethos and
managerial and leadership development through appropriate
programmes
• Identify professional bodies that are operating within municipal
occupational categories and disciplines with a view to linking them
more effectively to the development and registration of appropriate
qualifications (under the HEQC and QCTO frameworks) and
training and professional development programmes
• The ongoing professional development of elected and appointed
officials in the local government sector
• Promote the professionalisation, professionalism and professional
ethics of the local government sector
48
5. Draft Professionalisation Framework for LG continued
Roles and Responsibilities continued
National continued:
• Standardise and synergise the capacity building policies and
systems that are aimed at promoting the professionalisation in local
government
• Include professionalisation initiatives in the annual Capacity
Building Plans that are to be integrated at a national level and
provide quarterly progress reports on such plans
• Monitor, evaluate and guide the implementation of the
professionalisation framework
Provincial
• Coordinate the implementation modalities / mechanisms affecting
local government
• The other responsibilities are the same as listed under national
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5. Draft Professionalisation Framework for LG continued
Municipalities will need to:
• Implement the professionalisation framework.
• Identify and prioritise those occupational categories that need to be
professionalised (and subsequently cascading this to other
categories);
• Provide information on professionalisation initiatives as part of their
support, capacity building and training initiatives that they are / will
be exposed to annually in their Integrated Municipal Institutional
Plan linked to their Integrated Development Plans to provinces.
• Where possible provide financial assistance towards membership
fees (under criteria to be developed) to enable and encourage
employees to join appropriate professional bodies in accordance
with capacity building policy provisions.
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5. Draft Professionalisation Framework for LG continued
Professional bodies and associations can be either statutory or nonstatutory and will be expected to •
•
•
•
•
•
•
•
align their Codes of Conduct to those contained in the Municipal Systems
Act and ensure that their members adhere to its provisions;
promote and ensure professional development to ensure continuous
professional development and life-long learning;
conduct ongoing research and disseminate good practice amongst
members;
develop a collective and collegial ethos;
set and enforce ethical work practices and behaviour;
set relevant competence criteria for admission into the profession and
accreditation of educational programmes;
oversee the certification and licensing of professionals, and assisting
national and state level authorities in the setting of legally enforceable
occupational standards;
ensure that the supply and demand of technical and professional
competence in key sectors are met;
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5. Draft Professionalisation Framework for LG continued
Professional bodies and associations can be either statutory or nonstatutory and will be expected to –
• develop a clear set of norms and standards for the relevant occupational
category in the local government sector;
• establish minimum competence levels based on national competence
frameworks and job profiles; and
• develop RPL procedures, through which professional bodies can assist
employees in obtaining accredited qualifications after the RPL process is
completed.
This professionalisation framework adheres to the new policy and criteria
developed by SAQA (under the National Qualifications Framework Act of
2008) for recognising a professional body and registering a professional
designation on the NQF as it provides a positive opportunity for professional
bodies to further develop and expand their work.
The Minister for CoGTA will determine specific criteria, such as annual
Business Plans and reporting requirements for those professional bodies who
want to practice in the local government space.
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5. Draft Professionalisation Framework for LG continued
The Implementation Plan is divided into three templates
to address the following in terms of individual, institutional
and environmental capacity areas that need to be
addressed (the professionalisation matrix):
• What is already being addressed?
• Gaps that need to be addressed?
• A committee will set up of all key stakeholders to
determine the way forward as well as who will lead,
timelines who will address what
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6. Conclusion
The NCBF and related work aims to improve the local government
system through a holistic and systemic approach to capacity building
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