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RED TAPE REDUCTION CONFERENCE 29 September 2014

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Joggie Scholtz is the Municipal Manager of Swartland Municipality.

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  • 1. RED TAPE REDUCTION CONFERENCE 29 September 2014

2. A Study of Effective Strategies to Reduce Municipal Red Tape: The Case of Swartland MunicipalityProduced for the Western Cape Provincial Government by Impact Economix in association with Swartland Municipality and the Provincial Department of Economic Development and Tourism (Red Tape Reduction Unit)18 February 2013The case study is where SM approve building plans within 14 days. 3. Contents1.Introduction2.Factors contributing to Swartlands success2.1 IDP2.2 PMS2.3 No Performance bonuses2.4 Client Services Charter2.5 Public Consultation2.6 Organisational culture and Political stability3.Case Study: Approval of Building plans3.1 Process of ensuring Building plans are approved within 30 days3.2 Pioneer/Sasko case studyI am referring to these issues, because they form the foundation of our successNot 30 days anymore: = 14 days 4. 1. Introduction Where are we?WESTERN CAPEWEST COASTDISTRICT 5. RIEBEEK KASTEELPOPULATION 2011 CENSUS113762MOORREESBURGMALMESBURYYZERFONTEINDARLINGKORINGBERGRIEBEEK WESKALBASKRAALCHATSWORTHABBOTSDALERIVERLANDS11 TownsAREA SIZE3700 Km 6. RED TAPE, can be defined as:Rules, regulations, and / or bureaucratic procedures and processes which are excessively complex and which impose unnecessary delay(s), inaction and/or costs which exceed their benefits, and/or is no longer effective in achieving the purpose for which they were originally created(Wolpe, 2012) 7. 2. Factors contributing to Swartlands successSWARTLAND MUNICIPALITYCLIENT SATISFACTION SURVEY:JANUARY 20122.1 Integrated Development Plan 8. Rating scaleRespondents were asked to evaluate the different service aspects on a five point scale:Excellent 5Good 4Average 3Poor 2Very poor 1 9. Main findingsTaking into account all individual aspects that were evaluated, Swartland Municipalitys performance was rated as good (4) 10. Main findingsTaking into account all individual aspects that were evaluated, Yzerfontein, followed by Malmesbury and Darling rated the Municipality best. 11. Main findingsThe table below provides a summary of all the individual aspects that were rated; from here it is clear what can be regarded as strengths and weaknesses of the Municipality 12. Specific ratings - Average out of 5 13. Specific ratings - Average out of 5 14. Client service at municipal officesRespondents who have regular contact with a municipal office were asked to rate the service of the specific office. Overall, the service at the different municipal offices was rated good to excellent (average scores above 4) 15. Ward councillor and ward committeeOn the question Are you aware who your ward councillor is? And who serves on your ward committee? respondents reacted as follows: 16. Communication preferencesThe municipal newsletter distributed with respondents accounts is seen as the best source of information regarding the municipality. 17. Communication preferencesThe municipal office or officials will mainly be approached when in need to find out more about the municipalitys services. 18. Importance of regular communication67% of respondents indicated that it is very important for the Municipality to communicate with residents on a regular basis on municipal matters 19. Preferred channel of communicationMajority of respondents prefer that the municipality communicates with them via a written medium, e.g. newsletters, newspapers, pamphlets 20. How did SM proceed from a qualified report in 2005/2006Unqualified with other matters2006/20072007/20082008/20092009/2010 -No quick fixesAlmost (also an PMS indicator of Municipal Manager) MMs must accept responsibility for a clean auditClean audit in 2010/2011Clean audit in 2011/2012Clean audit in 2012/2013Clean Audit in 2013/2014 21. Back to the question re How did we proceed from a qualified report in 2005/2006 to a CLEAN AUDIT in 2010/11 and 2011/2012? The answer is two-fold and is based on:A: LeadershipB: Good GovernanceBegin with the end in mindEthical business practicesImplement and develop systems (automate)Oversight by managementStaff and IT 22. Good GovernanceAnti- corruption/ fraud prevention plan implemented?Ward Committee FunctionalityMunicipal Infrastructure Grant ExpenditurePersonnelTrainingBudget ExpenditureHousing Grant ExpenditureHousehold receiving basic servicesIndigent households receiving free basic servicesYes100%100%98.2%100%100%96.8% 23. The Seven Strategic Outcomes of Swartland IDP, 2012- 2017Strategic OutcomeMajor RisksOutputs1 A financially sustainable municipality with wellmaintained assets1.1 If there is insufficient revenue to meet thedemand for services1.2 If services are expensive and unaffordable1.1 Secured and increased sources of income1.2 Affordable and well managed budget1.3 Curtailing expenditure1.4 Well managed and maintained assets2 Satisfied, involved and well informed clients2.1 If clients are unsatisfied / uninvolved /uninformed2.1 Prompt, courteous and responsive service that issensitive to the needs/concerns of the public andrespectful of individual rights2.2 External and internal clients that are wellinformed on municipal mattersmunicipal decision-making 24. Strategic OutcomeMajor RisksOutputs3 An effective, efficient, motivated andappropriately skilled work force3.1 If there is a lack of appropriately skilled andproductive staff3.2 If the working environment is unsafe andunhealthy3.1 A motivated, productive work force pursuingSwartland Municipalitys vision, mission,philosophy and values3.2 A well trained and appropriately skilled workforce, striving towards service excellence3.3 A safe and healthy working environment 25. 4. Access to affordable and reliable municipal infrastructure4.1 If infrastructure is ageing and poorly maintainedwhich can result in a collapse in services4.2 If there is a lack of capacity in respect of infrastructure4.1 Access for all clients to basic municipalinfrastructure4.2 Sufficient capacity in respect of infrastructure4.3 Affordable municipal infrastructure4.4 Reliable, safe and well operated and maintainedmunicipal infrastructure5 Sustainable development of the municipal area(with special emphasis on previously neglected areas)5.1 If there is an imbalance between the three pillarsof sustainable development i.e. environment, economy and people5.1 Social development that improves peoplesquality of life5.2 Sound management of the urban and rural environment5.3 Economic growth that benefits all 26. 6 A lean, integrated, stable and corruption free organisation6.1 If there is a lack of good governance6.2 If management - and IT systems are inadequate6.1 Improved organisational focus and performance6.2 Improved organisational control environment6.3 Sound work ethics6.4 An effective, efficient and well disciplinedinstitution with sustainable capacity6.5 Relevant and efficient IT service andinfrastructure7 Increased community safety through traffic policing, by-law enforcement and disaster management7.1 If there is a decrease in law compliance7.2 If we are insufficiently prepared for disasters7.1 Increase in law compliance7.2 Strengthening of fire fighting service7.3 Establishment and maintenance of a disaster management structure within the Municipality 27. 2.2 Good GOVERNANCE, as part of PMSJudge King said: It is more expensive tobe legal complaint, to bedelivery complaint.In Swartland Municipality, we do not do thingsonly to comply with legislation, we really try to effectively implement, to improve servicedelivery.We collectively create an environment that is conducive to perform and to deliver 28. FIRST STEPWas to do away with performance bonuses (Swartland Municipality since 2005/2006)Developed an Client Service CharterPMS Contracts for all divisional headsPMS for CouncillorsBoesem vertroue in by die publiek.GOVERNANCE 29. Benefits of 0% bonussesAddress the real issuesCreate a culture of performanceInnovativetargets are setSerious in addressing gaps,andimproving controls. Also applicable on DivisionheadsExtended to CllrsMayorcommitted to PMS contracts 30. How does this relate to RED TAPE?We use the collaborator system (SQL Server Reporting Services) to:90% of mail should be addressed within 60 days.Track the amount of time to deliverI.t.o contract management there is an early warning system to inform providers that the deadline for service delivery is approaching .Track staff that are consistently late and monitor the time that they take off work due to illness to see whether there are patterns 31. RED TAPE continueWe keep all logs as well as budgets over many years to monitor trendsWe track incidents that are reported and complaints that are lodged and monitor which departments of government receive regular complaintsWe are also working on representing this in a Geographical Information System to get a picture about where it occursWe provide citizens with reference numbers (e.g. for lodged complaints) that are monitored by the software system to strengthen accountability. This monitoring system makes it very difficult for officials to underperform because everything can be tracked. It also allows for the creation of benchmarks in terms of how long delivering a certain service should take. 32. 2.4 Client Services CharterThe Client Service Charter (CSC) is a public agreement between citizens and service delivery providers that clearly codify expectations and standards in the realism of service delivery(Post & Agarwal 2012, 1)The CSC provides a number of service standards against which citizens are to measure the municipalitys performance 33. Key characteristics of successful CSC: Clear and simple language Realistic and measurable performance standards A committed grievance redress mechanism An effective public relations strategy to make citizens aware of the CSC2.4 Client Services Charter 34. 2.4 Client Services CharterThe assumed benefits of CSC include:Enhance accountability by providing citizens with a clear understanding of service delivery standards, including timetables, user fees for services, and options for grievance redress.Increase organizational effectiveness and performance by making a public commitment to adhere to measurable service delivery standards.Create a way for both internal and external actors to objectively monitor service delivery performance.Create a more professional and client-responsive environment for service delivery. 35. Client Services Charter continueFoster improvements in staff morale.Decrease opportunities for corruption and graft by increasing transparency and educating citizens about their rights. 36. 2.5 Public consultationSwartland Municipality consults the public to receive feedback on service delivery satisfaction.The CSC can also be seen as an effort to consult the public in establishing service delivery benchmarksSwartland municipality does however emphasis that many red tape issues negatively impacting business are created by legislation which is largely out of their jurisdiction 37. 2.6 Organisational Culture and Political stability1.Political Stability 2. Low Staff Turnover 3. Strong management team 4. There is zero tolerance for fraud and corruption 38. Case study approval of building plansRecent surveys comparing service delivery amongst different Municipalities have highlighted that the approval of building plans, as an area of service delivery that is not rated high in many Municipalities. Remember: Approval of Building Plans only rated at 3,5 39. 3.1 Process for ensuring building plans are approved within 14 daysApplicant needs to submit a number of documents and make a standard payment.Then it is registered that day and within 24 hours the applicant receives an sms including their reference number.This reference number is logged in the IT system which sends it out to all relevant departments. 40. .continueRelevant departments need to provide a comment to approve the application e.g. from town planning, finance and building inspector.Within two weeks the comments must be sent back to the department. (They dont usually have a problem with comments not coming back on time.) Twice a week relevant officials sit down to approve projects 41. continueThe approval of projects follows a legal process that they are obliged to follow which is overseen by their attorney.On their system there is a scrutiny list which outlines what procedures are required in order for a project to be approved.Around 50% of applications are approved (within 30 days) the first time they are sent in and the rest require refining before they can be approved.There is also a clearly defined set of steps that reapplications need to follow. Clients are provided with a detailed list of outstanding requirements in order to move this process forward efficiently14 days 42. Building plans submitted and responded to within 30 days (2012): 2014---14 DaysJuly 2013: Building plans submitted = 62 Building plans approved within 30 days = 50 Reaction on building plans (correspondence) within 30 days = 12 Building plans not approved = 0 43. Collaborator Report: The average time spent on a application before approvalPeriod of: 01/07/2011 31/07/2011:IN BENCHMARK DETAIL - 30 DAYSThis report will display the total building plan applications reviewed within the spesified benchmark according to the selected period and benchmark.Selected Period: 7/1/2011 - 7/31/2011Total Applications51100%Total In Benchmark4894%Total Out of Benchmark36%Average Time Spent on a Application26Type of Building WorkReference NumberPlan NumberDATE CREATEDDATE REVIEW COMPLETEDDATE DIFF.Motorafdak936831348/117/1/2011 12:00:00 AM2011-07-26 11:44:50.65725Motorafdak937092349/117/4/2011 12:00:00 AM2011-08-03 10:01:38.20330Aanbou937106350/117/4/2011 12:00:00 AM2011-07-29 10:55:39.85725Aanbou937225354/117/4/2011 12:00:00 AM2011-07-26 11:58:20.19022Aanbou938363355/117/6/2011 12:00:00 AM2011-08-03 10:20:26.04328Stoor938377356/117/6/2011 12:00:00 AM2011-07-18 11:08:46.97312 44. IN BENCHMARK DETAIL - 30 DAYSSelected Period: 7/1/2012 - 7/31/2012Total Applications53100%Total In Benchmark53100%Total Out of Benchmark0%Average Time Spent on a Application18Type of Building WorkReference NumberPlan NumberDATE CREATEDDATE REVIEW COMPLETEDDATE DIFF.Woonhuis1059232394/127/2/2012 12:00:00 AM2012/07/26 10:41:00 AM24Aanbou1059238395/127/2/2012 12:00:00 AM2012/07/26 09:16:00 AM24Aanbou1059524398/127/3/2012 12:00:00 AM2012/07/26 11:00:00 AM23Grensmuur1059533399/127/3/2012 12:00:00 AM2012/07/19 02:46:00 PM16Aanbou1059544400/127/3/2012 12:00:00 AM2012/07/26 09:54:00 AM23Aanbou1059894401/127/3/2012 12:00:00 AM2012/07/26 11:14:00 AM23Period of: 01/07/2012 31/07/2012 45. IN BENCHMARK DETAIL - 30 DAYSSelected Period: 7/1/2013 - 7/31/2013Total Applications67100%Total In Benchmark67100%Total Out of Benchmark0%Average Time Spent on a Application15Type of Building WorkReference NumberPlan NumberDATE CREATEDDATE REVIEW COMPLETEDDATE DIFF.Woonhuis1191780369/137/1/2013 12:00:00 AM2013/07/16 11:03:00 AM15Woonhuis1191849370/137/1/2013 12:00:00 AM2013/07/22 10:59:00 AM21Woonhuis1191856371/137/1/2013 12:00:00 AM2013/07/22 12:26:00 PM21Aanbou1191864372/137/1/2013 12:00:00 AM2013/07/16 08:54:00 AM15Motorhuis1191873373/137/1/2013 12:00:00 AM2013/07/19 11:13:00 AM18Aanbou1192011374/137/1/2013 12:00:00 AM2013/07/15 12:33:00 PM14Period of: 01/07/2013 31/07/2013 46. Financial YearTotal building plansIn benchmark(30 days)Out of benchmarkTotal days2009/2010622267355732010/2011701449252452011/201278372360272012/20137117110182013/2014691691013Jul/Aug 2014111111010BUILDING CONTROL OUTCOME FOR LAST 5 (FIVE) FINANCIAL YEARSWe had the desire to get this figure down to less than two weeks, so we implemented additional processes to improve, which led to a PRE- TOWN PLANNING SRUTINY meeting. 47. OUR (2013/14) CAPEX and OPEX spendingCAPEXOPEX2010/11:95,7% 2011/12:108% 2012/13:99,8% 2013/14:98,7%2010/11:99,1% 2011/12:93,6% 2012/13:95,7% 2013/14:98,8%We also have an unwritten rule and gentlemans agreement, that if a Director does not spend 90% of his/her capital budget, he/she will resign. 48. . INCOMEIncome2010/11:96,3% 2011/12:100,9% 2012/13:99,5% 2013/14:103,2%Average of 99,97% 49. Capacity to manage successful:2005/20062006/20102010/2014How did Swartland proceed from QAR to consecutive CARUnqualified with other maters100% MIG spending20052006200720082009201020112012 2011 201220132014 2013 50. A united & motivated team Committed to all the Es:E = Energy E = Energise E = Edge E = ExecuteTHERE IS NO SUCCESS WITHOUT AN ATTITUDE OF SACRIFICEAttitude is always a playerin your team/in my team OUR TEAM 51. Thank youBaie dankieNdiyabulele