Working Together to Assure the Delivery of Quality Services to Communities

1.  Working Together to Assure the Delivery of Quality Services to Communities An IMATU presentation To the Ad Hoc Parliamentary Portfolio Committee - Cape Town 2 to 4 February 2010 1

2. Overview IMATU � A Local Government Stakeholder Reasons for service delivery challenges � the crisis � an IMATU perspective IMATU�s proposed solutions 2

3. IMATU � A Local Government Stakeholder Our trade union is built on democratic principles We are not politically aligned We represent 70 000 members country wide at all municipalities We are a founder member of the South African Local Government Bargaining Council We are affiliated to FEDUSA 3

4. Past Attempted Interventions Comments and inputs on legislation and proposed amendments to legislation (Municipal Systems Act, Municipal Structures Act, Public Administration Management Bill, etc) Via the SALGBC: Services Working Group Local Government Sector Summit Continued opposition to the privatisation of Local Government Services (e.g. iGoli 2002) Legal action (e.g. Primary Health) CoGTA Ministerial Strategic Task Team 4

5. Reasons for the service delivery challenges � the crisis � an IMATU perspective In broad terms: Governance and Accountability Human Resources Municipal Services Constitutional Structure of Local Government 5

6. Governance and Accountability Interference in the Administration Executive Mayors and Councilors With recruitment and selection processes In the appointment of staff and contractors Tender irregularities Nepotism Role and duty of the Municipal Manager and subordinate staff 6

7. Governance and Accountability Role of Contractors Procurement and tender irregularities: Favouritism Nepotism Corruption, fraud, theft Self Enrichment Equally applies to managers responsible for procurement 7

8. Human Resources Core Issues: Non filling of vacancies and skills retention Continuous restructuring Lack of uniform pay scales Disciplinary procedures Non functioning of Local Labour Fora Fixed Term Contracts Casualisation of Employment 8

9. Human Resources Non-Filling of Vacancies and Skills Retention Local Government is the primary point of service delivery Service delivery is labour intensive � 100 000 posts shed since 1996 Filling of posts stopped, frozen or no money on budget Posts are not filled, services are then not rendered (or are outsourced to profit-driven private contractors and companies) Competency concerns in respect of filled posts Lack of institutional knowledge Lack of required performance standards 9

10. Human Resources Non-Filling of Vacancies Finance Managers 400 Human Resources Managers 300 Accountants 5 000 Internal Auditors 600 Valuers 250 Civil Engineers 600 Registered Nurses 400 Electricians 600 Accounts Clerks 4 000 Truck Drivers 670 Drainage and Sewerage Works 400 Fire Fighters 800 LGSETA statistics on vacancies at municipalities in 2009 10

11. Human Resources Lack of Skills and the Failure to Retain Skills Erstwhile municipal employees re-enter Local Government as contractors at substantially higher rates Relevant Ratios: Employee: Per Capita Cape Town 1: 110 Umzimvubu 1: 1 485 11

12. Human Resources Lack of Skills and Failure to Retain Skills Employee ratio per capita (Electricity Reticulation) Ngqushwa 1: 84 223 Employee ratio per capita (Potable Water Services) Oudtshoorn 1: 4 178 Employee ratio per capita (Sanitation) Ngqushwa 1: 2 844 Employee ratio per capita (Refusal Removal) Oudtshoorn 1: 42 346 12

13. Human Resources