Back to Basics Programme MILE 2017

Transcription

1 Back to Basics Programme MILE 2017

2 Background to B2B The Back to Basics Presentation will cover the following aspects : Background to B2B Programme Priorities of the Programme Quarterly M&E Process Municipal Process Current status of Municipalities Lessons Learnt and Best Practices Way forward

3 Background to B2B The Back to Basics programme was launched with the theme of Serving Our Communities Better. The Presidential Summit was held on the 18 September 2014, in which the President, outlined governments plan of action for the next 5 years which is to ensure a focused and strengthened local government by getting the basics right and together with other spheres of government, providing basic services efficiently and effectively and in a caring manner. Put people and their concerns first listen & communicate Deliver municipal services to the right quality and standard Good governance and sound administration Sound financial management and accounting Building institution and administrative capabilities

4 Background to B2B The overall goal of the B2B Programme is to improve the functioning of municipalities to better serve communities by getting the basics right. The 1 st phase of the B2B programme, during the last Council term had been successfully executed and as such, the B2B to Basics Program for the 2016/21 Municipal Councils term of office was launched on 27 th January Critical to the success of the Back to Basics approach is aligning and coordinating the activities of different national and provincial departments, agencies and state owned companies in supporting, and where necessary, intervening in municipalities. 4

5 Background to B2B The B2B processes have been developed, implemented and improved over the last 2-3 years. These amendment included changes to the CMET tool based on discussions and inputs by all role players and amendments to the assessment process. The current approach as followed by KZN COGTA is regarded by National DCOG as best practice and is being rolled out similarly in other Provinces 5

6 Priority Of The Back To Basics Programme We understand our task to take Local Government forward into the next phase of transformation as follows: Back to Basics: Setting clear benchmarks of performance in our efforts to ensure that all municipalities perform their basic responsibilities, every day, without fail; Responding vigorously to the immediate crises; Understanding and responding to the structural challenges; Continuing to build resilient local government institutions; and Collectively constructing more rigorous systems of intergovernmental relations/ planning and delivery. 6

7 How Do We Achieve the Priority Of The Programme Identify areas where the municipality is not getting the basics right (CMET, AG findings, IDPs, other assessments) Where there are serious and persistent deficiencies, the Action plans are used as a tool for channelling support initiatives. It is assumed that once these deficiencies are addressed, the provision of services will improve. To state it differently: If a municipality has proper plans in place, which is budgeted for, and responsive to the needs of people, implemented effectively and efficiently, by qualified personnel and the necessary control measures are in place, it is assumed that service delivery will take place in an optimised manner

8 How Do We Achieve the Priority Of The Programme Following more than 2 years of implementation and various guiding principles and numerous inputs, a set of key performance indicators were developed to monitor what is being achieved. Municipalities are encouraged to include the identified KPI s in their IDP s and SDBIP. The Key Performance Indicators are as follows :

9 How Do We Achieve the Priority Of The Programme Pillar 1: Putting People First Number of Ward Committee meetings held per month in the past quarter (per ward) Number of ward committee reports submitted per ward Number of sectoral reports submitted per ward committee per month Number of wards where community meetings were held

10 How Do We Achieve the Priority Of The Programme PILLAR 2: SERVICE DELIVERY Percentage of households with access to potable water Percentage of households served with a sanitation facility Percentage of households served with electricity. Percentage of planned new housing units constructed Percentage of households which have access to refuse removal Does the municipality have an approved roads maintenance plan for the year? Percentage of targeted municipal roads maintained in terms of the Municipality's approved maintenance plan Indigent Register Percentage of registered indigent households receiving Free Basic Water Percentage of registered indigent households receiving Free Basic Electricity Percentage of registered indigent households receiving Free Basic Refuse Removal

11 How Do We Achieve the Priority Of The Programme Pillar 3: Good Governance Number of Council meetings held over the past Quarter Number of EXCO meetings held Percentage of functional Portfolio Committees Number of Audit Committee meetings held Number of Audit Committee reports submitted to Council Number of MPAC meetings held % of functional IGR structures (Mayors forum, MM forums and District Technical Fora)

12 How Do We Achieve the Priority Of The Programme Pillar 4: Sound Financial Management % Audit Queries resolved % of MIG Expenditure % allocation to free Basic Services Spent (Annual) % of operating budget spent % of Repairs and Maintenance spent % of Debtors Collection Rate Outstanding Debtors (>120 days) Cash Backing of Conditional Grants % of Irregular, Fruitless and Waste Expenditure incurred % of Irregular, Fruitless and Waste Expenditure resolved % Capital Budget Spent

13 How Do We Achieve the Priority Of The Programme Pillar 5: Building Capable Local Government Institutions Number of Section 54/56 posts filled Number of vacant budgeted posts against approved organogram % of budget spent on implementing Workplace Skill Plan.

14 QUARTERLY ASSESSMENT PROCESS Activity Deadline Responsibility 1. B2B Action plan circulated to COGTA BU s on a monthly basis for input iro current quarter. 2. B2B Action plan circulated to Sector Departments on a monthly basis for input iro current quarter. 3. Circular to municipalities outlining requirements and deadlines for the quarterly assessments 4. Municipalities to submit completed CMET assessment tool and updated validated B2B Action Plan progress to MPMRE 5. Follow-up/ reminder communication to municipalities that has not submitted 6. Circulate received CMET assessment tool s to COGTA BU s for verification of info 7. Determine all outstanding CMET assessment tools and Validated B2B Action Plan updates and escalate to LG champions for action 15 th to 25 h of each month of the quarter 15 th to 25 th Third month of the quarter 5 th of the first month of the quarter 15 th of the first month of the quarter 15 th to 20 th of the first month of the quarter 20 th of the first month of the quarter 20 th of the first month of the quarter MPMRE/BUs MPMRE/Sectors MPMRE Municipalities MPMRE MPMRE/Bu s MPMRE Proposed process for Quarterly assessments Certain flexibilities i.t.o. deadlines can be accommodated to make provision for contingencies and unforeseen circumstances 14

15 QUARTERLY ASSESSMENT PROCESS Activity Deadline Responsibility 8. COGTA BU s to conduct verification visits to municipalities (where required) 9. Receive validated info from COGTA BU s 1 st week of 2 nd month of quarter 10. Quarterly assessment feedback Site visits 2 nd week of second month of quarter (allow limited flexibility) 11. Finalise any updates to information subsequent to the Quarterly visits 12. Inputs on final determination of assessment categorisation End of 2 nd month of quarter 2 nd War Room/LG Branch MANCO of the quarter BU s MPMRE/BU s All MPMRE LG Specialists/Branch MANCO Activity above will be a sub-process involving the LG Branch MANCO and details of the approach needs to be finalised with inputs from the Branch 13. Final B2B Quarterly reporting 1 st week of last month of quarter 14. Final reports against APP targets (% issues resolved/facilitated) MPMRE 25 th of last month of quarter MPMRE Proposed process for Quarterly assessments Certain flexibilities i.t.o. deadlines can be accommodated to make provision for contingencies and unforeseen circumstances 15

16 CMET TOOL 16

17 CMET TOOL 17

18 New Assessment Approach Process 2. Support Plan: Implementation Plan Progress 3. Audit Outcome and Findings 1. Assessment: Main questions, scored. Supplementary questions considered Final Recommendation: Considered and endorsed by KZN COGTA LG Branch MANCO 4. Inputs from other roles players: BU s, Dept s, SALGA, etc. Final Catagorisation and Support Strategy

19 PROPOSED CMET PROCESS Categorisation: Functional, Challenged, Requiring Intervention. As determined by combination of: Current/ongoing Quarterly CMET assessment AG Findings IDP Assessment Any other factors as proposed and considered by COGTA et al All CMET linked activities and processes, including quarterly assessment, annual categorisations and Section 47 reporting Quarterly Assessments X4 Section 47 report CMET assessment: Key Indicators Support Plan assessment: Key Challenge progress Outstanding challenges New challenges Best practices (focus on Functional Municipalities) Support Response & Support Plan updates/additions 19

20 MUNICIPAL PROCESS Activity Deadline Responsibility 1. Obtain CMET and Support /Action plan from COGTA. 2. Co-ordination of Input from Depts to populate CMET Tools and Action/Support Plan 3. Municipalities to submit completed CMET assessment tool and updated validated B2B Action Plan progress to MPMRE 4. Attend feedback session with COGTA 5. Amend and finalise CMET and Support Plan in line with feedback session First week of the First Month of the New quarter Prior to submission 15 th of the first month of the quarter 2 nd week of 2 nd month of the quarter 3 rd week of second month of the Quarter Municipalities Municipalities Municipalities Municipalities Municipalities Proposed process for Quarterly assessments 20

21 Current Status MUNICIPALITY 2014 CATEGORISATION JUNE 2017 CATEGORISATION MOVEMENT Ugu Requiring Intervention Functional Umdoni Functional Challenged Umzumbe Functional Functional Ray Nkonyeni Merged Functional N/A Umuziwabantu Functional Requiring Intervention Umgungundlovu Functional Challenged Umshwathi Challenged Functional Umngeni Challenged Functional Mpofana Requiring Intervention Functional Impendle Functional Functional Msunduzi Functional Functional Mkhambathini Functional Functional Richmond Functional Functional Uthukela Challenged Functional Alfred Duma Merged Functional N/A Okhahlamba Functional Functional Inkosi Langalibalele Merged Challenged N/A

22 Current Status Municipality 2014 Categorisation June 2017 Categorisation Movement Umzinyathi Requiring Intervention Requiring Intervention Endumeni Requiring Intervention Functional Umvoti Requiring Intervention Requiring Intervention Nquthu Functional Requiring Intervention Msinga Functional Functional Amajuba District Requiring Intervention Challenged Newcastle Challenged Functional Dannhauser Functional Functional Emadlangeni Functional Requiring Intervention (Section 139 Intervention) Zululand Challenged Functional Edumbe Challenged Challenged Abaqulusi Challenged Challenged Nongoma Requiring Intervention Functional Uphongolo Challenged Functional Ulundi Loc Challenged Functional

23 Current Status MUNICIPALITY 2014 CATEGORISATION JUNE 2017 CATEGORISATION MOVEMENT Umkhanyakude Challenged Requiring Intervention Umhlabuyalingana Functional Functional Jozini Challenged Challenged The Big 5 Hlabisa Merged Challenged N/A Mtubatuba Local Requiring Intervention Challenged King Cetshwayo Distr Functional Functional Umfolozi Challenged Functional Umhlathuze Functional Functional Umlalazi Functional Functional Nkandla Functional Functional Mthonjaneni Functional Functional Ilembe Functional Functional Kwadukuza Functional Functional Mandeni Functional Functional Ndwedwe Challenged Challenged Maphumulo Challenged Requiring Intervention

24 Current Status MUNICIPALITY 2014 CATEGORISATION JUNE 2017 CATEGORISATION MOVEMENT Harry Gwala District Functional Functional Greater Kokstad Challenged Functional Dr Nskosazana Dlamini-zuma Merged Functional N/A Ubuhlebezwe Functional Functional Umzimkhulu Functional Functional Ethekwini Functional Functional Overall, 7 municipalities regressed, 15 improved, 27 did not change and 5 are those affected by re-demarcation Above categorisation reflects only the original and latest categorisation in-between quarterly categorisation could fluctuate 2 main factors contributed to the current categorisation: CMET and Support plan (but also section 139 interventions in some cases)

25 Best Practises Development of CMET; Establishment of a Provincial Task Team comprising of all sector departments to engage with Municipalities; Political and Administrative engagements on a quarterly basis with municipalities; Consistency and compliance in Quarterly reporting.

26 Lessons Learnt Municipalities are unique eg. Provision of refuse removal (Urban Vs Rural areas) Indicators had be streamlined to focus on core mandates reduced from 101 to under 40 indicators Quarterly reporting linked to the Municipal FY is more effective than previous annual reporting Site visits improve political oversight due to attendance of EXCO in visits

27 Way Forward Strengthening The System Of Local Government The Department remains committed in supporting the municipalities to meet their basic delivery mandates through the Back to Basics programme. 54 Municipal Support Plans have been implemented in line with the B2B approach and 11 point plan. The Back to Basics reporting template will continue to be utilized to improve reporting for the municipalities. Continuous support will be provided to municipalities to ensure that they are complying with single reporting system as well as to institutionalise performance management system through assessing the alignment of IDP with Scorecard and Service Delivery Budget Implementation Plan (SDBIP). The department is also supporting municipalities to enhance the oversight role of councillors in assessing the performance of administration. 27