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Victor Khanye

NKANGALA District Municipality. Dr JS Moroka. Thembisile. Emakhazeni. IMFO 6 October 2015 AL Stander. Steve Tshwete. Emalahleni. Victor Khanye. Nkangala District Municipality (DC31).

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Victor Khanye

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  1. NKANGALA District Municipality Dr JS Moroka Thembisile Emakhazeni IMFO 6 October 2015 AL Stander Steve Tshwete Emalahleni Victor Khanye

  2. Nkangala District Municipality (DC31) The Nkangala District Municipality (DC31) is one of the three (3) District municipalities in Mpumalanga Province. The headquarters of Nkangala District Municipality is in Middelburg (Steve Tshwete Local Municipality). The District composes of six (6) local municipalities namely; Victor Khanye Local Municipality (MP 311), Emalahleni Local Municipality (MP 312), Steve Tshwete Local Municipality (MP 313), Emakhazeni Local Municipality (MP 314), Thembisile Hani Local Municipality (MP 315) and Dr J S Moroka Local Municipality (MP 316).

  3. Nkangala District Municipality (DC31) The boundaries of the District covers a total area of approximately 16,892 square kilometres. The main economic drivers of the District Municipality are mining, power generation, steel manufacturing, agriculture and tourism. The municipality obtained unqualified audit opinions since 2002. NDM was selected as a pilot site for the implementation of mSCOA and adopted a strategy to align it with our planning and budget cycle.

  4. PRESENTATION OUTLINE(video and graphic sourced from known/unknown sources on the internet) • Life at a municipality • DR Kotter: 8-steps for leading change • Stages to change • People • Communication is key • Setting the stage • Making it happen • Making it stick • Challenges • Advice to non-pilot municipalities • Decide for yourself

  5. Life at a municipality Current year budget implementation Previous year AFS Future MTREF

  6. Real life at a municipality

  7. Dr. Kotter: 8-Step Process for Leading Change We have to work hard to change an organization successfully. If we’re too impatient, and if we expect too many results too soon, our plans for change are more likely to fail.  When we plan carefully and build the proper foundation, implementing change can be much easier, and we’ll improve the chances of success.

  8. Stages of change Long term application of change, the change is treated as the norm Implementation is past point of no return, take ownership of change, high energy levels for the changeExit criteria: Initiate continuous improvement Shows signs of buy-in, want to embrace the change, willing to “try-out”, see positive implications for business, commits time and energy, makes formal decision to changeExit criteria: attempts to implement the change Start to understand change, Bargain, displays anger, actively search information/shows denial actively judging how the change will affect the business Exit criteria: speaks positively about the change , participate actively in meetings to discuss the change Knowledge of change, lack of full impact Not sure how it will affect them Show resistance or uninformed optimism Exit criteria: describes change and the business rationale after active questioning Lack of knowledge Initial reaction Confusion Exit criteria: realise the change will affect the status quo

  9. PEOPLE • LG serves the people of SA and this project should assist us in doing that better. • People can make or break such a project • Buy-in from top levels (Executive Mayor, councilors and MM) • Involvement of a cross-functional team. • The mSCOA project leaders must be committed, dedicated and performance driven people • Don’t think thatall people experience change the same

  10. Communication is key!!!!! The mSCOA piloting has brought about change in: • municipal processes, • systems, • organizational structure and • job roles. This change has been an unsettling issue amongst departments and employees at all levels.

  11. Setting the stage

  12. Setting the stage

  13. Setting the stage

  14. Making it happen

  15. Making it happen

  16. Making it happen

  17. Making it happen

  18. Making it happen

  19. Making it stick

  20. Making it stick

  21. Challenges • Tight timeframes of mSCOAand other day to day activities • Late appointment of mSCOA accountant • Current mSCOA (version 5.3) does not fully cater for District Municipalities (Core and non-core still an issue, e.g. Social Services) • Prior year adjustments in preparation of 2014/15 AFS • Need of interim adjustment budget (not in accordance with MBRR)

  22. Challenges • The current MBRR budget and reporting schedules & upload files to NT LG database are not aligned to mSCOA. Draft budget was tabled & final budget approved on the old budget formats. Monthly upload submissions and schedules on old format. • Alignment changes from old GFS to new mSCOA GFS • Buy in of AG on reform – process to be followed for implementation and auditing of AFS

  23. Challenges • Ensuring that all stakeholders will be understanding the new mSCOA formats • Absence of sufficient control accounts • Detail of some items, e.g. Travel and subsistence vs absence of detail on items like loans, investments, etc. (hampers automisation of IYM reports and AFS disclosure) • Machinery of state is SLOW

  24. Advice to Non-Pilot Municipalities • Start today, study the regulations, study the NT project document. • Appoint a dedicated mSCOA project team • Prepare a mSCOA implementation plan and identify all risks that might affect the success of the project • Start to align the old chart to the new one • Ensure that existing hardware will be able to accommodate mSCOA

  25. Advice to Non-Pilot Municipalities • Make provision in your IDP and budget for mSCOA implementation • Monitor progress against the implementation plan, institute corrective actions and adjust the plan with unexpected issues. • Ensure that you have backup plans or mitigation strategies for all identified risks. • Most of all be a change agent (change is never easy but it empower you to move forward) – communication is key

  26. Advice to Non-Pilot Municipalities • Get buy in from all relevant stakeholders, including political buy in. • This is not a financial/GL reform it is a business reform – all managers must be involved. The mSCOA changes the way we do business and the way we report on transactions.

  27. Juggling is not new

  28. Juggling is a learnt skill (even a zebra can do it)

  29. Decide for yourself

  30. PEOPLE mSCOA ROCKS We have decided to embrace the mSCOA fully As we will be adjusting our dance moves in mSCOA next financial year, others will only start the process

  31. Enjoy the juggling It was good to hear our people saying things like: “We are mSCOA champions and I can teach other municipalities” “mSCOA made us really to apply our minds preparing our budget” LG are the most important sphere of government – we serve the people directly

  32. THANK YOU

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