Salga and PwC join forces

New report, new outcomes

'Making it Happen' will help municipalities achieve desired outcomes
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The "Making It Happen – A roadmap for South African municipalities to achieve desired outcomes" focused on how city and municipal managers in South Africa can best execute their municipalities’ report focuses on how city and municipal managers in South Africa can best execute their municipalities’strategy and deliver their vision in this new era.

It sheds light in how municipal leaders can be able to deliver their desired outcomes. It also presents ways in which municipalities can overcome budget constraints and still develop and improve their local economies.

Speaking at the recent launch, South African Local Government Association (Salga) CEO, Xolile George, thanked PriceWaterhouseCoopers (PwC) in ensuring that Salga becomes central in partnering with the auditing firm in identifying some of the measurements PwC has looked at globally and also benchmarking to see whether the South African local government sector is comparative with the rest of the world or not.

“Local government is prosecuting a very difficult task of making sure that it lives up to the expectations of citizens. Our central mandate is to make sure that the South African system of local government is strengthened to be able to discharge its responsibilities properly,” George said.

In his presentation of the report, Hasem Galal, a partner at PwC "Global Leader for Cities and Local Government Network", outlined why is it that many city managers are successful and others are not.
He encouraged municipalities to work towards changing from becoming competing societies by adopting a more collaborative role.
The study also discloses what the barriers and difficulties cities and municipalities are encountering in failing to build the capabilities they require to execute their strategies. 
Jan Gey van Pittius, PwC director and local government subject matter expert, says: “While we agree that sound leadership is crucial to the implementation of strategy, in our view leadership on its own is not enough. The study discloses that, of the other internal management capabilities needed to accomplish a city’s vision, local governments are falling short in some key areas.”

These key areas are (according to PwC's website):
• Financing: More than half (56%) of municipalities see financing as the biggest barrier to implementing strategies. There also appears to be a lack of capability to make plans resilient to the financial challenges. Less than a third (31%) of respondents reported having a strategic plan, underpinned by a financial plan with key risks properly assessed and mitigated;
• Implementation planning: Only one in three (30%) of municipalities have a comprehensive implementation plan, with accountabilities and responsibilities in place, together with frequent monitoring, updating and risk mitigation and 
• Supporting frameworks, tracking systems and performance management: Outcome assessment and sourcing (both 53%) were cited as the biggest challenges to service delivery. Only one in five (19%) of respondents has a comprehensive performance management framework in place that is aligned to the municipality’s strategic objectives and supported by transparent reporting of performance.

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This edition

Issue 68