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- SALGA REPORTFOLIO AND SELECT COMMITTEES ON PROVINCIAL AND LOCAL GOVERNMENT - SALGA REPORTFOLIO AND SELECT COMMITTEES ON PROVINCIAL AND LOCAL GOVERNMENT

PRESENTATION MAP PRESENTATION MAP

1. HISTORICAL CONTEXT Historical Organisational Set-up v SALGA was until September 2004, under political 1. HISTORICAL CONTEXT Historical Organisational Set-up v SALGA was until September 2004, under political leadership of Executive Mayor of Tshwane, Fr S. Mkhatshwa and administrative leadership of Mr. T. Mokwena v SALGA during that time operated with six directorates: v Corporate Services v Municipal Support and Interventions v Strategy and Operations v Labour Relations v Governance and International Relations

1. HISTORICAL CONTEXT Recent Changes At SALGA v Amendments to SALGA Constitution (Sept. 2004) 1. HISTORICAL CONTEXT Recent Changes At SALGA v Amendments to SALGA Constitution (Sept. 2004) v Election of the new National Executive Committee under the leadership of Executive Mayor of Johannesburg, Cllr. A. Masondo (Sept. 2004) v The appointment of the new Chief Executive Officer, Ms. Makhosi Khoza v National Executive Committee reviewed SALGA’s mandate and an Action Plan developed v New Business Plan was developed with: v New vision; mission; values and strategic objectives v New organisational structure

2. INTRODUCTION SALGA’s Mandate v SALGA’s mandate derives from S 169 of the Constitution 2. INTRODUCTION SALGA’s Mandate v SALGA’s mandate derives from S 169 of the Constitution of the Republic of South Africa, Act 108 0 f 1996 as amended; S 2(1) (A) of the Organised Local Government Act, Act 52 of 1997 as amended; the White Paper on Local Government of 1998; Municipal Systems Act, Act 32 of 2000; and SALGA’s Constitution of September 2004 as amended. v These mandates generally define SALGA as a representative of and resource of local government on national, regional and international level v The mandate of SALGA as defined in its principal sources, comprise the following: v Representative role – an Inter-governmental Relations function v Support & Advise role – define needs of members; lobby for/ leverage/ demand/ provide support & advise i. t. o needs

2. INTRODUCTION SALGA’s Mandate (Cont…) v v v v Act as an employer body 2. INTRODUCTION SALGA’s Mandate (Cont…) v v v v Act as an employer body Act as a resource (knowledge & info centre) to municipalities Help develop capacity in municipalities Ensuring, monitoring and evaluation Unite local government given that developmental obligations Custodian of sharing experiences within local government Partner government in driving transformation programme

2. INTRODUCTION Vision; Mission; Values & Strategic Objectives v Vision An association of municipalities 2. INTRODUCTION Vision; Mission; Values & Strategic Objectives v Vision An association of municipalities that is at the cutting edge of quality and sustainable services v Mission To be consultative, informed, mandated, credible & accountable to our membership, and provide value for money v Values Responsive Innovative Dynamic Excellence

2. INTRODUCTION Vision; Mission; Values & Strategic Objectives v Strategic Objectives - Increase SALGA’s 2. INTRODUCTION Vision; Mission; Values & Strategic Objectives v Strategic Objectives - Increase SALGA’s effectiveness and efficiency to enhance sustainability of organised local government and quality of service to its members; - To foster policy, strategy and operational integration of SALGA; - To foster planning, reporting and budgetary context for the organisation as a whole; - To facilitate the strengthening of the system of communication in local government; - To ensure that SALGA enhances and maintains a high profile position locally, regionally and internationally; - To facilitate and support the capacity of member municipality locally and through continental and international exchanges and peer learning in key areas; - To mainstream issues of gender, youth, people with disabilities and HIV/Aids as central cross-cutting issues in the local government developmental agenda;

2. INTRODUCTION Vision; Mission; Values & Strategic Objectives v Strategic Objectives - Promote a 2. INTRODUCTION Vision; Mission; Values & Strategic Objectives v Strategic Objectives - Promote a lawful governance system which will enable service delivery in a developmental state; - Promote the credibility and relevance of the local government agenda in national policy and programmes; - Promote the enhancement and mobilisation of existing capacity within the local government sphere to share responsibility for its own development; - Monitor performance, evaluate service delivery and communication; - To facilitate the implementation of a labour and human resources dispensation in municipalities that enhances service delivery; - To advocate labour peace in the sector; - To ensure municipal compliance to workplace legislation; - To contribute to and support the government programme of integrating the public sector;

2. INTRODUCTION 2. INTRODUCTION

2. INTRODUCTION Organisational Structure 2. INTRODUCTION Organisational Structure

2. INTRODUCTION Organisational Structure 2. INTRODUCTION Organisational Structure

3. PROGRAMMES KEY ACHIEVEMENTS (2003/04) • Completion of the Mayoral Handbook • Successfully advocated 3. PROGRAMMES KEY ACHIEVEMENTS (2003/04) • Completion of the Mayoral Handbook • Successfully advocated the interests of local government on: • Property Rates Act; • Municipal Finance Management Act; • Communal Land Rights Bill and • Traditional Leadership and Governance, during parliamentary debates. • Developed easy-to-read guide on Traditional Leadership and Governance Framework Act • Participated in the review of Councillor Remuneration • Assisted in the development of the Municipal Employee Bill • Hosted the 8 th AULA Regional Conference • Completed national audit on municipal international relations • Participated in preparations for 2004 Floor crossing • Continuous advice and support to municipalities on governance management and legal issues • Completion of Condition of service • Influenced Medical Aid restructuring successfully • Influenced Pension Fund restructuring successfully • Provided effective on-site support and advice

3. PROGRAMMES KEY ACHIEVEMENTS (2003/04) • Influenced National Capacity Building Framework • Formation of 3. PROGRAMMES KEY ACHIEVEMENTS (2003/04) • Influenced National Capacity Building Framework • Formation of National Capacity Building Steering Committee • LGWSETA Governance and Operational issues • Constitutional Amendments • Appointment of: • LGWSETA CEO • Structures & Committees • Workshops on Sustainable Development • Draft LED policy jointly released with DPLG • LED pilot initiated jointly with LGWSETA • Concluded municipal tourism analysis • Implemented Community Based Planning approach in 8 pilot municipalities • Trained 30 Community Based Planning lead facilitators, and 80 facilitators in municipalities • Developed approximately 100 ward plans in the pilot sites • Good practices and lessons emerging from CBP have been recorded • Successful SALGA/ DWARF Water Summit was held in October 2003

3. PROGRAMMES KEY ACHIEVEMENTS (2003/04) • Established National Join Response Team in Jan 2004, 3. PROGRAMMES KEY ACHIEVEMENTS (2003/04) • Established National Join Response Team in Jan 2004, made up of SALGA; DWARF and DPLG, to provide support and s 78 transfers in key municipalities with particular emphasis being placed on personnel transfers • Championing the roll-out of the SFWS throughout the country • Finalisation of the introductory roll-out on the SALGA/SAAWU bulk water contract for use by municipalities currently serviced by Water Boards • Introduced the SALGA Social Housing implementation Support Programme • Successful participation in EDI • Jointly hosted workshops with municipalities per province to inform all municipalities of the Expanded Public Works Programme • Undertook an analysis of the EPWP to isolate municipal implications • Made submissions for renewal of Local Government Equitable Share • Made submissions for the budget forum • Provided on site support to municipalities • Successfully conducted governance assessment to 15 municipalities

3. PROGRAMMES KEY ACHIEVEMENTS (2003/04) • Successfully conducted in-depth financial management analysis to 123 3. PROGRAMMES KEY ACHIEVEMENTS (2003/04) • Successfully conducted in-depth financial management analysis to 123 municipalities on the basis of the AG’s report • Municipal Support & Interventions Unit business plan developed • Support municipalities to deal with new policies and legislations • ICT Strategy for local government in partnership with CSIR • Successfully implemented ICT internship programme, 40 students were deployed across municipalities in ISRDP areas • Communications Working Committee established in partnership with GCIS • Local government Communicators handbook developed • Monthly publications and issue of Voice Magazine • Corporate brochures developed and distributed • Timeously developed and distributed 2003/04 Annual Report • Established strong partnership with Department of Health regarding HIV/ AIDS • Conducted gender audit in munics • Developed and piloted gender policy framework • Commenced the 50/50 gender representation campaigns

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Facilitate the implementation and proper 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Facilitate the implementation and proper understanding of local government legislation PROGRESS 1 In a process of developing an easy-toread guide on LG legislation, in partnership with Jutastat 2 Busy preparing a video with a detailed explanation of LG legislation • Update the Mayoral Handbook having regard to latest local government legislation and latest Upper Limits of Salaries, Benefits and Allowances 1 Currently engaging Auditor General to exempt municipalities from complying with some elements of Councillor Remuneration Upper Limits requirements before updating 2 Mayoral Handbook has been updated related MFMA requirements

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Develop Speaker’s Handbook PROGRESS 1 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Develop Speaker’s Handbook PROGRESS 1 The Speaker’s Handbook has been written 2 Currently running a pilot project with Gauteng speaker’s forum • Strengthen local government participation in IGR forums 1 A list of Councillors has been adopted by SALGA NEC to represent SALGA on IGR Structures and the list of all the dates for IGR has been provided in time for meaningful representation

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Preparations for local government elections 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Preparations for local government elections • Ensuring the completion of the review of Councillor Remuneration PROGRESS 1 LG Elections Strategy developed 2 Facilitation of setting up election offices in each municipality 1 A Political Task Team was formed to consider draft Councillor Remuneration Upper Limits 2 Provided a technical support to Deloite, which is engaged by the Office of the President to advise on public office bearer’s remuneration

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Strengthening of SALGA advocacy role 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Strengthening of SALGA advocacy role in Parliament and other IGR forums PROGRESS 1 Held a workshop in partnership with GTZ to clarify the role of SALGA to its stakeholders 2 Held various meeting with DPLG to clarify roles between SALGA & DPLG • Completing the database for Municipal International Relations and develop protocol on Municipal International Relations 1 The database has been set up 2 Assisted DPLG to develop a legislation on Municipal International Relations • Promotion good governance through application of best practices and continuous advice and support 1 Ongoing – continuous support and advice

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Finalisation of Medical Aid Restructuring 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Finalisation of Medical Aid Restructuring PROGRESS 1 Concluded phase 2 dealing with accreditation of medical aid 2 Next phase is to set up a single medical aid, but government has instructed that the process be freezed until the finalisation of integration of public sector • Finalisation of Pension Fund Restructuring 1 Finalise the consultation with the funds 2 Published accreditation framework and invited funds to comment 3 Requested the funds to indicate how they are going to comply with the accreditation

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Finalisation of Pension Fund Restructuring 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Finalisation of Pension Fund Restructuring PROGRESS 4 Parallel to the process a single fund is in a process of being established to accommodate employees that are not members of the fund as well as new employees • Finalisation of Multi-Year salary agreement 1 Currently busy with salary negotiations with 2 rounds already completed • Integration of the Public Sector 1 SALGA is participating on the task team dealing with the integration 2 The task team developed implementation plan as per instruction of the G&A Cluster

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Finalisation of Job Evaluation PROGRESS 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Finalisation of Job Evaluation PROGRESS 1 Ongoing, bigger municipalities have completed the evaluation whilst the smaller municipalities are struggling • Revised salary scales for Municipal Managers 1 Continuously done at the beginning of each financial year (July) • Finalise Amendments to the Organisational Rights Agreement 1 The agreement is signed • Development of an Integrated Payroll System 1 Project halted, but the project was scoped and TOR developed 2 Identified pilot municipalities

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Finalisation of Competency Framework PROGRESS 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Finalisation of Competency Framework PROGRESS 1 Finalised through Sector Skills Plan by LGSETA • Implement Impact Assessment of past and present training programmes 1 Has not been done yet due to shortage of funds but is currently part of LGSETA Business Plan • Municipal Profiling and Benchmarks 1 Ongoing matter at District & Local Learning Networks • Implementation of Core Councillor Training 1 CCTP was finalised Nov. 2004, where Programme; Executive Leadership 38 Districts were trained on five Programme and Water Services modules out of 47 Development 2 Negotiations are under-way with donor funders for the roll-out after LG Elections

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Implementation of Core Councillor Training 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Implementation of Core Councillor Training Programme; Executive Leadership Programme and Water Services Development PROGRESS 3 Executive Leadership Programme – an in-principle decision by DBSA to fund the programme has be taken, targeting Executive Mayor, Mayoral Committees and Municipal Managers 4 Water Services Authorities (Munics) were trained on their new responsibilities as WSA’s, targeting portfolio councillors and officials 5 Councillor Development Programme – trained 504 councillors out of 630 target • Consolidating Institution Coordination 1 National Capacity Building Framework for the sector was launched in Sep. 04 in conjunction with DPLG 2 Currently finalising the plan for the implementation of the framework

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Conference on Sustainable Development in 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Conference on Sustainable Development in September 2004 PROGRESS 1 Conference was duly held in Sept. mainly to assess the progress made since WSSD • Roll-out the pilot project on Waste Water to other municipalities 1 Not done due to lack of funding but also because the national framework was not finalised • Undertake assessment of sustainable development in other district municipalities, and provide support in line with the outcomes of the intended pilot 1 Done in part, the assessment was done in Sikhukhune. Further funding is being sort from DBSA

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Disseminate the lessons and good 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Disseminate the lessons and good practices from pilots to all munics PROGRESS 1 Pilots are under-way to be concluded in May, and funding for the roll out is already secured (DBSA-R 1. 5 m) 2 Workshop was held in February and a conference in April to share pilot results for those completed pilots • Mobilise and facilitate the adoption of the Community Based Planning methodology in other munics 1 Parallel to the piloting, WC & Amatole District Municipality are supporting the roll-out • Package and make available CBP guidelines to support implementation by more munics at minimal cost 1 Same as above processes, target for the guidelines being July 2005

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Formulate a Municipal Energy Planning 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Formulate a Municipal Energy Planning Manual PROGRESS 1 The manual was developed and disseminated and workshoped • Energy planning support to some 39 munics with a view to implement Demand Side Management. This is a joint initiative with Eskom 1 SALGA secured the cooperation of 39 municipalities in Demand Side Management • Delivery of Building Energy Audit Training through the Department of Minerals and Energy DME is currently running with the project • Providing on-site support to munics in implementing Energy Planning and Demand Side Management Ongoing support

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Ensure successful implementation of Masibambane 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Ensure successful implementation of Masibambane 2 programme PROGRESS 1 The Masibambane 2 programme was duly implemented • Assist munics in implementing Strategic Framework on Water Services to meet sector goals and targets, especially service delivery 1 Ongoing programme through SALGA provincial coordinators and the Task Team • Prioritise addressing the backlog and bucket eradication and ensure the alignment necessary for improved sanitation delivery in line with Presidential targets 1 Undertook delivery audits which indicated that overall the Presidential targets will be met 2 Isolated areas where there was a lack of delivery which were found to in Free State and Mpumalanga for continued support

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Continue to play a leading 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Continue to play a leading role in the institutional reform process and ensuring adequate support to frontrunner areas PROGRESS 1 Ongoing, Transfer Task Team of which SALGA is part, is dealing with the transfer of water schemes • Development and articulation of a SALGA 1 A position paper was developed and is currently considered by DWARF and position regarding Water Services regulation conference held in JHB in regulations Feb. 2005 (Joint effort by City of JHB; SALGA; DWARF; etc. )

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Ensure that the municipal free 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Ensure that the municipal free basic services processes are concluded successfully PROGRESS 1 Consulting munics to roll-out FBE 2 Consulting ESKOM to address concerns by munics 3 Monitor and evaluate FBS roll-out 4 Input on indigent policy development process 5 Established free basic services communication task team • Support progress towards the 1 SALGA Northern Cape and Western establishment of the REDS. The first RED Cape are involved in joint sessions in is targeted for mid 2005 preparation of RED 1 • Manage the multiplicity interests in the RED establishment 1 Various workshops were held to disseminate information on the REDS

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Ensuring that MIG is structured 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Ensuring that MIG is structured to benefit munics by simplifying or rationalisation reporting and accountability as well as capacity enhancements PROGRESS 1 Ongoing, SALGA is participating on MIG Task Team • Pursue the revision of the toll road strategy 1 Undertook a research and prepared a position paper, primarily because the mandate rests with the Department of Transport • Assessment of municipal road infrastructure requirements and conditions 1 A survey was undertaken from June – August and was shared with the Department of Transport

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Support to the restructuring process 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Support to the restructuring process and clarifying municipal implications of the transfer of functions between Local munics, District and Provinces • The enhancement of municipal health in view of the restructuring PROGRESS 1 SALGA assisted the restructuring of health services i. t. o clarifying the new role of LG (environmental health), 2 workshops were held together with DOH and the following challenges were identified: • Funding • Movement of staff and assets • Current operational problems

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Intensify efforts to communicate EPWP 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Intensify efforts to communicate EPWP implications for munics • Embark on awareness campaign to support munics to internalise the EPWP process locally • Establish a technical capacity to provide on site support to munics PROGRESS 1 SALGA started by defining its role on EPWP 2 Together with Dept of Public Works, SALGA has put together an easy-toread manual on EPWP 3 Currently SALGA is working together with LGSETA in organising a training for munics’ officials and portfolio councillors

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Rolling out LG Financial Best 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Rolling out LG Financial Best Practice Manual PROGRESS 1 Manual completed and distributed and workshopped all munics, and is currently being successfully used by munics • Support munics with the implementation of MFMA and Property rates Act 2 Working with NT a validation Board was set up to validate training material from different service providers 3 Working with DPLG on drafting regulations for Property Rates Act (various workshops held on this) 1 Due to lack of funds the Budget Office was not set up, instead District Finance forums were set up to deal with the issues of gathering information to assist with the budgeting process • Establishment of SALGA Budget Office • Design of Municipal Finance Management System

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Establishment of SALGA Budget Office 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Establishment of SALGA Budget Office PROGRESS 1 Due to lack of funds the Budget Office was not set up, instead District Finance forums were set up to deal with the issues of gathering information to assist with the budgeting process • Design of Municipal Finance Management System 1 Worked with DPLG, DWARF; NT & Stats SA to collect data • Development of a basic and advanced financial management training for CFOs 1 Currently validating course material through Validation Board • Review the implementation of Budget Reforms 1 Because budget reforms are as a result of MFMA, this issue will be dealt with on the training material being validated

3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Report on the financial and 3. PROGRAMMES KEY PRIORITIES & PROGRESS (2004/05) PRIORITIES • Report on the financial and fiscal status of munics to influence the Division of Revenue process • Measure LG fiscal capacity PROGRESS 1 Compiled costing manual for munics to properly cost their services 2 Collected budgets from munics and analysis of those is underway with a purpose of measuring fiscal capacity 1 Undertook a survey in August 2004 to assess: • Housing delivery capacity • Accreditation difficulties in terms of the current legislation

3. PROGRAMMES KEY CHALLENGES (2004/05) Governance & IGR • Meaningful LG representations on the 3. PROGRAMMES KEY CHALLENGES (2004/05) Governance & IGR • Meaningful LG representations on the split of powers and functions between district and local munics • Effective SALGA representation in IGR structures • Meaningful LG representations on the review of Councillor Remuneration • Developing partnership between LG and traditional councils as provide for in the Traditional Leadership and Governance Framework Act Labour Relations • Legal challenges from unorganised labour on medical aid restructuring • Extremely difficult negotiations on pension fund restructuring • Legal technicalities with the establishment of a new Defined Contribution Fund for the sector Skills Development • Constituting the National Capacity Building Committee and finalising its TOR • Audit the skills needs of the LG sector • Improve capacity to access Conditional Grants Water Services • Continued support to munics regarding the implementation of DWARF Transfers • Finalisation of National Sanitation Policy amendments to better reflect munics positions

3. PROGRAMMES KEY COMING EVENTS (2004/05) • SALGA will be hosting UCLGA Founding Congress 3. PROGRAMMES KEY COMING EVENTS (2004/05) • SALGA will be hosting UCLGA Founding Congress in May 2005 • Local Government Elections later this year • National S 78 Learning Conference in May 2005

4. ORGANISATIONAL ISSUES STAFF PROFILE Office Number National 100 Eastern Cape 6 Northern Cape 4. ORGANISATIONAL ISSUES STAFF PROFILE Office Number National 100 Eastern Cape 6 Northern Cape 4 North West 5 Mpumalanga 5 Free State 8 Limpopo 6 Total 134

4. ORGANISATIONAL ISSUES EMPLOYMENT EQUITY STATUS Male African Top Management 9 Professionally qualified White 4. ORGANISATIONAL ISSUES EMPLOYMENT EQUITY STATUS Male African Top Management 9 Professionally qualified White African 1 3 1 Coloured 23 2 2 29 Indian 3 Senior Management Coloured Female Indian White Total 6 1 1 60 2 41 4 125 2 4 18 8 6 133 Semi-skilled & discretionary Decision Making 11 Total Permanent 52 Non-permanent 4 Total 56 Person with Disabilities 1 Total 57 25 3 3 53 3 4 2 3 3 3 55 3 4 1 3 3 3 55 3 4 6 134

4. ORGANISATIONAL ISSUES FINANCES - REVENUE Source: 2001 -2: (R, 000) Membership fees Grants 4. ORGANISATIONAL ISSUES FINANCES - REVENUE Source: 2001 -2: (R, 000) Membership fees Grants (DPLG) Donors % of total income: 2002 -3: (R, 000) % of total income: 2003 -4: (R, 000) % of total income: - - 17, 704 37. 1% 38, 459 59. 39% 21, 500 68. 3% 22, 000 46. 2% 20, 250 31. 29% 8, 022 25. 4% 4, 119 8. 6% 2, 766 4. 27% 0. 3% 778 1. 6% - 3. 3% Conferences - 86 Sponsorships - - 1, 561 LGWESETA - - - 1, 869 6% 1, 550 Other income TOTAL: 31, 477 47, 714 3. 2% 20 0. 03% 3, 000 4. 63% 251 0. 39% 64, 746 Notes: SALGA’s main source of income is its membership fees, which amounts to 59% of its total revenue for 2003/04 financial year. R 20. 3 m of the total revenue by the end of 2003/04 came from DPLG, whilst only R 17. 5 m is expected by the end of this fiscal year.

4. ORGANISATIONAL ISSUES FINANCES - REVENUE 4. ORGANISATIONAL ISSUES FINANCES - REVENUE

4. ORGANISATIONAL ISSUES FINANCES - EXPENDITURE 30/06/2002 30/06/2003 30/06/2004 Salaries and Allowances 6, 256, 4. ORGANISATIONAL ISSUES FINANCES - EXPENDITURE 30/06/2002 30/06/2003 30/06/2004 Salaries and Allowances 6, 256, 015 16, 907, 915 18, 119, 226 General Activities 9, 830, 534 17, 242, 239 5, 901, 742 125, 837 198, 177 214, 571 59, 787 751, 143 800, 717 Repairs and Maintenance Capital Activities NORAD Activities 2, 736, 577 4, 403, 594 Masibambane Activities 2, 240, 459 4, 481, 882 Councillor Development Programs Provincial Office Costs 406, 424 16, 678, 597 17, 038, 228 Key Priorities 3, 252, 988 43, 329, 498 3, 304, 690 16, 646, 372 70, 911, 022

4. ORGANISATIONAL ISSUES FINANCES – EXPENDITURE (CONT…) 30/06/2002 30/06/2003 16, 678, 597 43, 329, 4. ORGANISATIONAL ISSUES FINANCES – EXPENDITURE (CONT…) 30/06/2002 30/06/2003 16, 678, 597 43, 329, 498 30/06/2004 Total Expenditure reported Add: Depreciation Add: Provision for Bad Debts 1, 325, 596 257, 170 1, 297, 998 Less: Capital expenditure 19, 302, 191 59, 787 19, 242, 404 70, 911, 022 266, 047 616, 400 43, 586, 668 751, 143 42, 835, 525 71, 793, 469 800, 717 70, 992, 752

4. ORGANISATIONAL ISSUES FINANCES – EXPENDITURE (CONT…) 4. ORGANISATIONAL ISSUES FINANCES – EXPENDITURE (CONT…)