AFRICA REGIONAL SEMINAR ON PARTICIPATORY BUDGETING
STRENGTHENING CITIZEN’S VOICES IN REVENUE & EXP. PLAN
INTRODUCTION• Consultation with regard to IDP, Budget, Annual Report, Tariffs, Policies and Bylaws
• Although participation is improving, attendance to date is poor
• But in infancy of our democracy
• New legislative processes in place – makes consultation mandatory
• Annual Citizens’ Survey being done – measure quality of life for all
• Key stakeholders : Residents, Business, Civic Organisations, Ratepayer Associations, Wards, and Regions
• The role of political office bearers plays a major role. For example, as regards the MPRA, ward councillors explained the new policy to their wards
SERVICE DELIVERY, BUDGET IMPLEMENTATION & PERFORMANCE F/WORK
LTDF2020 vision City development priorities
IDP 2003/2007
IDP Review Process
2006/2007
IDP Review Process
2007/2008
BUDGET/MTIEF 2007/2008
BUDGET/MTIEF 2008/2009
SDBIP
SDBIP
IDP Review Process
2008/2009
SDBIPBUDGET/MTIEF 2009/2010
PERF PLAN
PERF PLAN
PERF PLAN
NB :Performance plans included in Annual Report
Copyright © 2000 Monitor Company, Inc. — Confidential — JOHDRB-CTY-Vision Workshop-11/06/00-CP 1
Deepen understanding of IDP
Provide substantive comments
Prepare for Ward Committee mtgs
To test our
current IDP
To determine
what areas to change in the revised version
Ward Comments
Ward Priorities
Ward Budgeting
Series of specific workshops held seperatelyfor each key sector
Nov2007
2007/ 2008IDP
PLAN OWNER
workshops
Feb 2008 Feb 08Feb2008
Mid March2008
IDPCOUNCILLOR
LEKGOTLA(Assagay )
IDPWard
CommitteeWorkshops
30 June 2008
SectorSectorWorkshopsWorkshops
BIG MAMA 7
IDPworkshop
REVISED ADOPTED
2008/9IDP sent to
KZNPA
EXCO & COUNCIL considers FINAL IDP
Multi -Stakeholder Forum to discuss IDP
CRITICAL MILESTONES
First Draft of
IDP
30 March2008
NB : IDP PROCESS INTEGRATED WITH BUDGET PROCESS. WHERE COMMON DATES COMMON MEETING HELD
PPeerrffoorrmmaannccee
PPllaannnniinngg
Measuring
Performance
The Integrated Development Plan(8 Point Plan)
Organisational Performance Management
Linked to the 5 National Key Performance Area's:1. Basic Service Delivery2. Local Economic Development3. Governance and Public Participation4. Municipal Transformation and
Organisational Development5. Municipal Financial Viability and Management
AND Which measures delivery on the Strategic Focus Areas in terms of Programmes in the IDP.
Individual Objectives and Individual Performance Agreements/Plans
Department Objectives / Business Plans/SDBIP- Projects and Subprojects
W
A
R
D
C
O
M
M
I
T
T
E
E
S
W
A
R
D
C
O
M
M
I
T
T
E
E
S
PUBLIC
PARTICIPATION
PUBLIC
PARTICIPATION
CIVIL SOCIETY COUNCIL
BUDGET PROCESSThe development of the municipal budget is a complex and lengthy process. As this entails the management of council funds, we take a consultative approach with civil society and business. In addition, the budget is developed within the guidelines of the Municipal Finance Management Act as well as the goals of the City’s Integrated Development Plan (IDP). The latter facilitates the optimum use of public funds in achieving common goals. Below is a description of the process.
September October November December January February March April May
• Process begins with assessment of the previous year’s Budgets.
• Development of the first draft Budgets.
• Review of IDP.
• Draft tariff estimate report commences.
• Draft Capital Budget isdeveloped.• Draft Operating is Budgetdeveloped.
•EXCO (Council’s Executive Committee) discusses the proposed tariff increases and lifeline policies.
• Council approval of Capital Budget.
• Draft Operating Budget is presented to Council.
• Operating Budget review.
• Presentation of revised Operating Budget to EXCO and Council.
• Finalisation of tariff estimates and rates increases.
• Presentation of Budgets to Business.
• Proposed increases tabled at Council by the Mayor.
• Public hearings on Budgets.
• Regional hearings on Budgets.
• Approval of final Budgets by EXCO and the rest of Council.
• Service Delivery Budget Implementation Plan (SDBIP) finalised.
Refinement of Operating Budget at Each Stage BUDGETADMINISTRATION
BUSINESS
THE BUDGET IS AN INTEGRATED PRODUCT DEVELOPED WITH INPUT FROM MAJOR STAKEHOLDERS
LEGISLATION
NB : IDP PROCESS INTEGRATED WITH BUDGET PROCESS. WHERE COMMON DATES COMMON MEETING HELD
Approval by Standing Committee, EXCO and Full Council
Approval by Standing Committee, EXCO and Full Council
Publically advertised for objections(30 days)
Publically advertised for objections(30 days)
If no objections received
If no objections received
TARIFFS & POLICIES
If objectionsreceived
If objectionsreceived
ImplementationImplementation
ImplementationImplementation
Objection reviewed by Council
Objection reviewed by Council
“Well arranged time is the surest mark of a well arranged mind”
Approval by Standing Committee and EXCO
Approval by Standing Committee and EXCO
Publically advertised for objections(30 days)
Publically advertised for objections(30 days)
If no objections received
If no objections received
BYLAWS
If objectionsreceived
If objectionsreceived
Govt GazetteGovt Gazette
Council approvalCouncil approval
ImplementationImplementation
Objections reviewed
Objections reviewed
“Everything that lives, lives not alone, not for itself”- William Blake
COMMUNICATION• All information on IDP, Budget, and Annual Report are published on our website and various publications. We have had an excellent response. For example, when our valuation roll released, our server could not cope as it was inundated with hits (410 000 in the first week). A mirror server had to beput up. This shows that communication and participatory process is effective
• Publications : Metro Beat and Ezasegagasini
• Call Centres : Electricity, Engineering, Water, Transport and Revenue
• Regional Centres – one stop shops
• Future Projects : SMS and E-Mails
“I am an artist at living – my work of art is my life”- Suzuki
CASE STUDYRates Awareness Campaign : 2000
KEY FACTS OF THE CAMPAIGN• The need for the campaign :
- A legacy of mistrust
- A new policy on rates
- The need for a council-community partnership
• Key objectives :
- To empower communities with information about local government and projects being run in their area
- To educate residents about the concept of rates, the reason forrates payments, what rates would have to be paid, etc
- To enhance civic pride and create a sense of civic responsibility, and thus channel positive community participation into developmental local government
• Central theme : “One hand washes the other”
• Campaign run internally
PHASES OF THE CAMPAIGN• Phase 1 : Initiating contact with communities and providing an introduction to local government : posters and ‘knock and drop’ pamphlets
• Phase 2 : Empowering communities with rates information : door to door visits, second pamphlet, survey forms, community meetings, mass ward meetings
• Phase 3 : Promoting civic pride and responsibility : third pamphlet, additional community meetings and advertising campaign
• Phase 4 : Consolidation : appropriate structure put in place – Masakhane Working Group now responsible for this campaign on an ongoing basis
“We are all here for some special reason. Stop being the prisoner of your past. Become the architect of your future”
EXPERIENCES & CHALLENGES• Vandalising of posters
• Resistance from ratepayers
• Opposition from community organisations and councillors
• Fieldworker task audits and payment disputes
• Negative press on officials’ performance
“Trust yourself. Create the kind of life you will be happy to live with all your life. Make the most of yourself by fanning the tiny, inner sparks of possibility into the flames of achievement”- Foster C. McClellan
RESULTS & OUTCOMES• Survey results showed :
- 85% of respondents thought that the household visits were valuable
- 55% of respondents indicated that they had paid their rates due to the campaign
• Increase in rates payments
• Changed attitudes and perceptions
“Never forge the importance of living with unbridled exhilaration. Never neglect to see the exquisite beauty in all living things. Today and this very moment is a gift. Stay focused on your purpose”
LESSONS LEARNT• Non-payment is often due to historical relations of mistrust between communities and the Council
• The active leadership role of councillors is required
• The most important mechanism is house-to-house visits by well trained fieldworkers
• Staff need to change their attitudes to inspire confidence and trust from residents
• Tight and careful management of resources is required to ensure value for money
“When you are inspired by some great purpose, some extraordinary project, all of your thoughts break their bonds : your mind transcends limitations, your consciousness expands in every direction and you find yourself in a new great and wonderful world” - Patanjali
SOME OF THE FRUITS OF OUR ACTIONS IN STRENGTHENING THE VOICES OF OUR CITIZENS
• Excellent collection rate (2006/2007)
- Electricity : 98%
- Water : 96%
- Rates : 94%
• Unqualified audit report
• Credit rating
- Short Term : A1+
- Long Term : AA
“The secret of happiness is simple : find out what you truly loveto do and direct all your energy towards doing it”
LOGOSOFT• We are an information-led Municipality
• Accordingly, systems play a key role
• We are strong on e-government
• Creating a broadband fibre optic link to ensure accessibility to telephony and internet
• In addition, we launched the Logosoft brand in order to ensure accessibility to customised local government solutions, especially an end-to-end, integrated financial system. We own the intellectual property and will make it available to other cities at a nominal cost
“Good people strengthen themselves ceaselessly”- Confuscius
OVERALL SOLUTION MAP
Performance Management
GIS
Citizen services
Customer portal
Kiosks
Call centers
Human Resource Management
Employee Management
Staffing
Attendance Management
Fleet Management
Customer Service
Core Fleet Maintenance
Accident management
Tyre/ Fuel management
Planning
Compensation & Benefits
Employee Development
Ramco Business Process Platform
Revenue Management
Contract Management
Supply Chain Mgt
Accounting & Budgeting General Ledger
Goods Receipt
Customer Management
Service Order
Management
Tender Management
Contract execution
Quotations & Purchase
Orders
Interface to Service
provision
Property Management
Accounts payable
Budgets
Property, Plant &
Equipment
Loans redeemed
Project & Contract Admin
Billing
Work Order Management
Debt Management
Revenue Receipting
External Financing
Funds
Routine accounting
Expense monitoring
Asset financing reserve
Consolidated loan fund
Bank Recon
Bank
Cash
Journal Voucher
Consolidation
Capitalization & Depreciation
Inventory
E-Procurement
Asset Management
Maintenance Planning
Asset induction
Work Management
Reliability & Risk Mgmt
Maintenance Budgets
E-Valuation
CONCLUSION• To date mixed responses received from stakeholders.
• Some appreciate the efforts of the Municipality
• Whilst others only want see what is in it for them
• We are an emerging democracy – still have along way to go
• There will always be complaints and criticism
• Need to undertake gap analysis – to commit to equity and fairness in respect of service delivery
• Will never forget the reaction of an old lady who lived in abject poverty and received a Council home for the first time – “I can now die in peace!”
“The families who live in shacks with no running water, sanitation and electricity are a reminder that the past continues to haunt the present” – Nelson Mandela
THE END – THANK YOU
“Great dreamers’ dreams are never fulfilled, they are always transcended”- Alfred Lord Whitehead