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Defining a municipality

Best practices to leverage government relations Dante Mashile, CPRP Group Government Relations Manager. Defining a municipality. Local Government Systems Act, 2000, Chapter 2 defines a local municipality

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Defining a municipality

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  1. Best practices to leverage government relations Dante Mashile, CPRPGroup Government Relations Manager

  2. Defining a municipality Local Government Systems Act, 2000, Chapter 2 defines a local municipality is an organ of state within the local sphere of government exercising legislative and executive authority within an area determined in terms of the Local Government: Municipal Demarcation Act, 1998. It consists of the political structures and administration of the municipality; and the community of the municipality; functions in its area in accordance with the political, statutory, and other relationships between its political structures, political office bearers and administration and its community and has a separate legal personality which excludes liability on the part of its community for the actions of the municipality.

  3. Characteristics of Developmental Local Government • Maximise social development and economic growth; social development, provision of services that meets basic needs of the poor in a cost-effective and affordable manner • Integrating and co-ordination; provide leadership and co-ordination role to all stakeholders • Democratising development; promoting democracy and encouraging people to participate in decisions that directly affects them. • Leading and learning Local leadership to develop strategies, visions and policies to mobilise resources to achieve developmental agenda.

  4. Local municipality stakeholders It is important to understand the legislative framework for local government so that the relationship building is informed and guided by that context. Community Political Structures Administration Political Office Bearers

  5. Engaging the municipality • The community (including private sector and business), we have the right to: • Contribute to the decision-making processes of the municipality by submitting written or oral recommendations • representations and complaints to the municipality council; • Seek responses to written or oral communications, including complaints to municipal council; • To be informed of decisions of the municipal council, or another political structure affecting their rights, property and reasonable expectations • To regular disclosure of the state of affairs of the municipality including its finances; • To demand the proceedings of the municipal council and those of its committees to be open to the public, conducted impartially and without prejudice, untainted by personal interest.

  6. Are we really able to leverage through relationships? • Leverage is a rather overused word in the field of public relations, communication management and marketing. • Private sector has not successfully leveraged relationships in government by way of participating effectively in the structures available to influence, persuade, control, throw weight into the affairs of the municipality.

  7. Key decision makers in local government • Legislature: The Speaker of Council • Executive: The Executive Mayor or Mayor (Mayoral Committees and Executive Committee • Portfolio Committee Chairman of functional areas of the municipality (Section 79 Committee or Section 80 Committee) • Political Parties Whips • Political Party Caucus • Ward Committee Chairman • City Manager/Municipal Manager • Executive Director of functional divisions • Directors of functional divisions

  8. The need for lobbying…. What is lobbying? Lobbying is a targeted effort by an interest group to plan, co-ordinate and execute a programme aimed at deployment of resources, skill, tact to influence public decision-making or legislation to its own best advantage.

  9. The other side of the coin is advocacy • It includes lobbying • Relates to specific cause/issue • Group or collective effort • Aimed at stakeholders inside or outside government • Aimed at a common good • Influencing the public’s attitudes • Organising campaigns • Maximising public exposure to an issue • Arguing your case to anyone who listens • Verbal support of a cause or policy

  10. How do we do engage with local government at Absa?

  11. Continuous operating model innovation and simplification Our focuses is on relationship, sales, sector specialisation and product capabilities Operating model: Today Segment (sales) Sector centre of excellence • Most important channel and the relationship sales capability, focuses on corporate, large and medium business through Relationship Executives (RE). • Segmentation of the client base allows us to match RE skills with client complexity and tailor solutions to the clients’ needs • We have industry intelligence capability, focus on gaining deep insight into the selected industries in order to improve understanding of the clients needs, develop Customer Value Propositions and identify opportunities in the market. • Product is a specialist capability which provides product innovation based on client needs. • Turnover of >R750m Construction Corporate Retail • Turnover R100m – R 750m Large Manufacturing Public Sector banking Agri - banking Info. Comms Technology • Turnover R10m – R100m Medium Differentiation and roll-out Service Industries • All segments Centre of excellence Transport & logistics Africa Operating model: Tomorrow • Closer alignment with Barclays’ operating model. • Sector and segment value chain integration. Product Cheque account Card Short term investments Cash management CPF Commercial asset finance Commoditised services Payments & collection Trade finance FX & hedging Electronic banking Debtor finance Specialised finance Correspondent relationships Commercial finance Financial inst. Operational products & services

  12. How do we leverage relationships? • Absa is a leading retail and public sector financial services company. • We aim to be the preferred bank of the agricultural and public sectors because of extensive knowledge of these sectors. • We have a relationship human capital base of commercial banking and solutions development suited for public sector and local government needs. • We have also regional and provincial representation including footprint that adds value to the acquisition of new opportunities and markets. • Bottomline, we walk the floors and corridors of power in all forms (formal and informal)

  13. How do we leverage relationships? • Absa Group has a multi-business unit delivery matrix enabling networking structures at various levels of the company. • Absa Group’s provincial leadership is and decision-making structures are supported at head office to enable relationship building with government (local government). • Our consultants at a provincial level engages with government on national priorities and local community needs. • It is through such engagements that we are able to find synergy between Absa Group and government.

  14. Thank you. Contact Details tel.+27 (0) 11350 4398 fax. +27 (0)11 3504545 cell.+27 (0) 72 605 1623 email: dante.mashile@absa.co.za

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