SALGA HR Conference
Resolutions
National Municipal Managers Meeting
28 February 2011
PROFESSIONALIS
ATION
Acknowledging:
• Profesionalisation impacts on behaviour on three levels
– Organisational behaviour
– Customer behaviour
– Personal behaviour (the employee)
• Professionalisation must be focused at the whole
organisation not only on the managers and/ or
officials
PROFESSIONALIS
ATION CONT…
• Factors that are inhibiting professionalisation include but
not limited to:
– Ineffective communication
– Inconsistent and selective application of policy and
legislation
– Indecisive leadership
– Inappropriate recruitment processes
– Ineffective performance management systems
PROFESSIONALIS
ATION CONT….
Resolutions:
 SALGA to establish effective relations with professional
bodies and evaluate their admission criteria towards
strengthening value to municipalities,
 LGSETA in collaboration with SALGA to develop
continuous capacity building programmes for councillors
synchronised with their term of office and focused on
their specific portfolio areas.
 SALGA to develop and enforce norms, standards and
systems for uniformity across the whole local
government sector
PROFESSIONALIS
ATION CONT…
 SALGA to conduct empirical research on
professionalisation and its impact on Local Government ,
 Municipalities to develop and execute effective
communication systems to ensure that all employees,
councillors and communities embrace the organisational
values and goals ,
 Municipalities to effectively apply Batho Pele principles
as a means to professionalise service delivery
 SALGA to develop a standardised policy framework for
performance management to be cascaded down to all
employees
PROFESSIONALIS
ATION CONT….
 SALGA to ensure effective communication of PMS to all
stakeholders viz. Councillors, employees, unions and
community to facilitate buy in.
 SALGA to evaluate and customize PMS for individual
and organisational performance
 Assess the state of readiness for municipalities prior to
implementation of PMS
 SALGA to define customer service standards for all
municipalities
PROFESSIONALIS
ATION CONT…
 Recruitment must consider both qualifications as well as
competencies such as values, ethics, customer
orientation etc.
 SALGA to standardise conditions of service for section
57 managers including norms and standards in order to
regulate their employment
 Job advertisement must clearly set out competencies
and qualifications required for the position
 Emphasis must be placed on recruitment of competent
and qualified employees rather than “de-politicisation”
SYSTEMS,
ENVIRONMENT AND
CAPACITY
INDIVIDUAL CAPACITY
Acknowledging:
• The necessity to recruit suitable personnel to execute the core
functions of the municipality, the amendment to the Local
Government Municipal Systems Act is hereby supported.
• The need for Municipalities to have a service delivery oriented
organizational structure, the proposals in respect of critical
positions by COGTA are hereby supported, with the addition of
HR Practitioner. Further, the Commission resolved that these
positions should not be regulated as Section 57 appointment,
but rather be left to individual Municipalities to decide on the
levels within the norms and standards as set by SALGA .
SYSTEMS,
ENVIRONMENT AND
CAPACITY CONT…
• The need for a Local Government Institution to drive
ongoing management improvements in local
government, the Commission was mindful of the costs
associated with such structures and in further
acknowledgement of the existence of similar structures
in Public Service e.g. PSC
SYSTEMS,
ENVIRONMENT AND
CAPACITY CONT…
RESOLUTIONS
 SALGA to create a national data base of all competent personnel
available to the sector from which municipalities can draw prospective
candidates(recruitment and support mechanism).
 SALGA to establish Assessment Centre(s) within the sector (to support
municipalities in maintaining uniform standards on recruitment).
 That SALGA explore the possibility of a Local Government Commission
(Equivalent to the PSC) or extend the scope of the Public Service
Commission to cover the local government sector.
 That SALGA must play an oversight and facilitating role in this process.
SYSTEMS,
ENVIRONMENT AND
CAPACITY CONT…
INSTITUTIONAL CAPACITY
Acknowledging:
• The need for Municipalities to have mechanisms to
review and realign arrangements for effective service
delivery.
• The next term of local government commencing in 2011,
the Commission recognizes the need for effective and
efficient Local Government capacity building
programmes.
• The need for cutting edge capacity building and training
for critical positions, the Commission supports the
establishment of a Local Government Training Institute
SYSTEMS,
ENVIRONMENT AND
CAPACITY CONT…
• The general challenges regarding the period of appointment
of managers reporting to the Municipal Manager and
further, thus resulting in the following realities:
– Loss of knowledge
– Lack of continuity
– Creation of an unstable administration
– High Turnover of senior managers
– Budget allocated for Capacity Building not used for its
intended purpose – mandatory Grants
• Government’s policy initiative towards the establishment of
a Single (Integrated) Public Service
SYSTEMS,
ENVIRONMENT AND
CAPACITY CONT…
RESOLUTIONS
 A review of Section 78 provisions of the Local
Government Systems Act 32 of 2000, to remove red
tape and expedite decision making by Councils.
 SALGA to develop standardised training in terms of the
minimum competency level requirements and uniform
training for generic needs within the sector;
 SALGA to ensure that mandatory and discretionary
grants are used solely for their intended purpose;
 SALGA to establish a Sector Mentorship and Coaching
Programme for the sector;
SYSTEMS,
ENVIRONMENT AND
CAPACITY CONT…
 SALGA to develop a generic Succession Planning Policy
and develop staff attraction and retention strategies for
Municipalities;
 SALGA to upscale and continue to leverage LGSETA
resources to fund general training programmes;
 SALGA to assist Rural Municipalities to develop
incentives to attract and retain scarce skills, through,
among others, lobbying for a review of local government
fiscal framework and remuneration policies to
accommodate scarce skills and rural allowances.
SYSTEMS,
ENVIRONMENT AND
CAPACITY CONT…
 That the focus should first be on creating an Integrated
Local Government Public Service.
 That all relevant systems be standardized, e.g PMS,
 That the interaction with the other two spheres of
government be through a spirit of cooperative governance
informed by the IGR framework.
 That the SALGA Technical Task Team on Single
(Integrated) Public Service enhance the consultation with
local government practitioners.
SYSTEMS,
ENVIRONMENT AND
CAPACITY CONT…
ENVIRONMENTAL CAPACITY
Acknowledging:
• The overwhelming need for the standardization of HR and other systems within the
local government sphere albeit within the context of a differentiated approach
• Dichotomy between interference and interventions
• Inter and intra political party challenges
• Inadequate progress towards gender and disability requirements
• Inadequate compliance to the Occupational Health and Safety Legislation
• Inadequate tools of trade
Resolutions:
 That COGTA procures the necessary and appropriate HR, and other systems, fully
funded and, together with SALGA, roll it out to all Municipalities;
 Develop a user friendly guide that clarifies roles and responsibilities;
 Development and train users on the guide;
 Conduct thorough research towards a conducive environment
CULTURE AND
ETHOS
Acknowledging:
• A system of governance with no soul is inadequate and
incompatible with a developmental system of local
government
• Soul in this ethos implies’
– Care for the individual employee and the service
recipient
– Seeking to understand before being understood
• A system of governance that does not listen to its
citizens is ineffective.
• As Government we are not responsive enough to the
needs of our people
CULTURE AND
ETHOS CONT...
• Lack of IGR implementation in all spheres of
government;
• Departments in local government working in silos;
• Respect and accountability between cllrs and officialslack of continuity on implementing programmes, lack of
commitment and common understanding that delays
implementation of various programmes;
• Lack of sense of urgency;
• Lack of correct attitude;
• Absence of self discipline which leads to violation of
policies; and
• Dereliction of duties.
CULTURE AND
ETHOS CONT...
• Prevailing Conditions:
– inadequate/non- implementation of policies/municipal bylaws and
legislations;
– malicious compliance;
– lack of sense of urgency;
– poor planning;
– lack of communication;
CULTURE AND
ETHOS CONT...
• lack of cascading performance management system to
all employees;
• unethical conduct: corruption fraud, nepotism,
• lack of shared vision, mission and values;
• lack of acknowledging good performance;
• failure to recognize and learn from best practice;
• non performing municipalities (municipalities under
administration);
• lack of management of in house monitoring systems;
CULTURE AND
ETHOS CONT...
Recommendations:
 Enforcement of the implementation of IGR Act by all spheres;
 Proper oversight of signing of code of conduct by all
employees and cllrs;
 Conduct regular (at least two) community and institutional
surveys per year and implementing recommendations thereof;
 Induction and continuous development of employees and
councillors;
 Development of the vision, mission and values to be bottom
up and consultative (broadening the process of developing the
vision, mission to all)
CULTURE AND
ETHOS CONT...
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Empower employees and councillors;
Use disciplinary processes as a last resort;
Developing culture of communication;
Expose, prioritise, and monitor issues of ethos and
cultures;
Rules to be un-biased;
Developing a culture of respect between cllrs and
municipal officials and vise versa;
Share and learn best practice from all
Encourage partnerships amongst all public sector
stakeholders to avoid silos;
CULTURE AND
ETHOS CONT...
 Proper implementation of performance management
systems;
 Declarations of interest by all (cllrs and municipal
officials)
 Reporting back on measures taken regarding corrupt
activities;
 Establishment of ethics committees in council;
 Development of retention strategy;
 Evaluate gaps on the current policies dealing with
unethical behaviors;
 Actual protection of whistle blowers; and
 Develop and implement Change Management Strategy;
CULTURE AND
ETHOS CONT...
 Address behavioral attitude;
 Mobilisation of funding for implementation of
recommendations that have cost implications, i.e.
surveys; and
 Ensure the presentation and adoption of all resolutions
by councils.
EMPLOYER/ YEE
PARTNERSHIPS
• Mutual Gains Collective Bargaining
Strategy
EMPLOYMENT
CONDITIONS:
SECTION 57

Acknowledging:
•
That the Section 57 dispensation is a creature of statute;
•
That the Section 57 dispensation with regard to MM is on the
basis of Fixed Term Performance Contracts
•
That the remuneration of Section 57 employees is currently
not regulated;
•
That the SALGBC agreements exclude Section 57
employees, but municipalities include provisions of SALGBC
agreements in their contracts of employment
EMPLOYMENT
CONDITIONS:
SECTION 57
• That the Local Government sector transformation has
been ongoing since the year 2000 and over that period
there has been lessons learnt;
• That there is uncertainty on whether the Fixed Term
Performance Contract facilitate service delivery
enhancement and institutional capacity;
• That the remuneration of Section 57 employee requires
regulated Remuneration Framework;
• That there should be a pronouncement on the
exclusion/inclusion of Section 57 employees in collective
bargaining;
EMPLOYMENT
CONDITIONS:
SECTION 57

RESOLUTIONS
•
Research the efficacy of fixed term contracts dispensation
and decide its continuity or otherwise therefrom
Positions to be advertised
Regulate, develop and implement remuneration and
service conditions for Sec 57 beyond existing frameworks
Exclude Sec 57 from SALGBC agreements
•
•
•
BARGAINING
STRUCTURES
 Acknowledging:
• The need to roll out the transformation project specifically
around substantive matters such as conditions of service ,
policy issues and other related issues;
• The intention to deliver in a sustainable and seamless
uniformity on all of the above
• The centralization of the collective bargaining regime as
against the divisions would result in uniformity of approach on
transformational issues such as conditions of service, policy
issues and other related matters
BARGAINING
STRUCTURES
• That the primary role of the LLF is an employer and
employee partnerships in a democratized workplace
• Our commitment to deliver on sound labour peace and
economic growth
• The need to enable productive and workable interaction
between employer and labour to attain maximum service
delivery
BARGAINING
STRUCTURES
• That the LLF is a structure of the SALGBC at workplace
level;
• That the LLF should confine itself to matters defined in the
applicable collective agreements for the workplace level;
RESOLUTIONS:
 Retain the LLF as structure of the SALGBC
BARGAINING
STRUCTURES
ROLE OF THE DIVISION
- Implementation of national agreements
- Monitoring and compliance national agreements
- Monitoring the functionality of LLFs and ensuring
compliance with
- Dispute resolution functions
COLLECTIVE
BARGAININIG
MUTUAL GAINS COLLECTIVE BARGAINING APPROACH
Acknowledging:
• The need to improve our LR environment to create a
complimentary dispensation
• The need to improve current relations that exist in our
various public sectors
• The need to draw lessons from the international
communities
COLLECTIVE
BARGAININIG
Resolutions
 Explore the international experiences approach on mutually
beneficiating from the relationship between the parties
 Look at the issue of capacitating the parties
 Good faith negotiations
 Tolerance
STRIKE
MANAGEMENT
DEFINING THE RULES OF ENGAGEMENT
 Acknowledging:
• There is misconduct and damage to municipal property
during industrial action
• Lack of commitment by employers to effect necessary
corrective and restorative action against employees
Resolutions
 LRA be amended so that the responsible organization/ be
held for damages caused.
MUNICIPAL
OWNED ENTITIES
BARGAINING ARRANGEMENTS
 Acknowledging:
• That the current dispensation of MOEs has rendered
them becoming free riders in the SALGBC at the
expense of the parties
 Resolutions
• Look into creating a separate bargaining chamber
JOB EVALUATION
 Acknowledging:
• That the Job Evaluation process has not produced the
intended outcome over a period of time;
• That the Job Evaluation process is currently based on a cogovernance approach between the parties;
 Resolutions:
• That the process shall be regularized as an employer-driven
process
• The implementation and maintenance of JE results shall be
the function and responsibility of the employer
MEDICAL AID &
PENSION FUND
 Acknowledging:
• That the rationalization of benefits has not produced the
intended outcome and some groupings of employees
have not accessed medical coverage
• That one medical aid may result in monopoly and non
competitiveness
• That the movement towards one pension fund
dispensation has not materialized
MEDICAL AID &
PENSION FUND
 Resolutions:
• SALGA must commission a study to assess access to
medical care to all employees, particularly employees
at a lower echelons of municipalities
• That we move towards stopping the subsidy on post
retirement medical benefits
• That the legislative route espouse in the Masondo
committee towards one pension fund be actioned
THANK YOU