Transcript SALGA

www.salga.org.za
PRESENTATION OUTLINE
• Defining the Context
• Economic Dynamics
• Institutional Arrangements
• Functionality Risks
• Challenges
• Support to improve
Service Delivery
• Suggested Way Forward
1
www.salga.org.za
SALGA MANDATE
SALGA
Mandate
Transform local
government to
enable it to fulfil
its
developmental
mandate.
Lobby,
Advocate &
Represent
Lobby, advocate,
protect and
represent the
interest of local
government at
relevant
structures and
platforms.
Employer
Body
Act as an
employer body
representing all
municipal
members and, by
agreement,
associate
members.
Support &
Advice
Capacity
Building
Build the capacity
of the municipality
as an institution as
well as leadership
and technical
capacity of both
Councillors and
Officials.
Support and
advise our
members on a
range of issues
to assist
effective
execution of
their mandate.
Strategic
Profiling
Build the profile
and image of
local government
within South
Africa as well as
outside the
country.
Knowledge
& Information
Sharing
Serve as the
custodian of local
government
intelligence and
facilitate intermunicipal peer
learning
The Voice of Local Government
The Voice of Local Government
2
www.salga.org.za
WATER SERVICES
AUTHORITY (WSAs)
WSA FUNCTION
(Governance Function)
•Ensuring access to water services
•Bylaws and regulation
•Policy development
•Tariff determination
•Allocation of equitable share and financial
planning and decision making
• Financial management (budget)
•Infrastructure development
•Prepare water services development plan
(WSDP)
•Selecting Water Services Provider
institutional arrangements
•Taking Transfer
www.salga.org.za
WATER SERVICES
PROVIDER (WSPs)
1
2
3
4
5
www.salga.org.za
Water Services
Trajectory
2021
2016
2011
2006
2003 Powers and
Functions
www.salga.org.za
Operational Service Challenge (h-holds served)
The Authorised DMs are amongst the largest
WSAs in the country
Census 2011
www.salga.org.za
POPULATION and HOUSEHOLD DYNAMICS
Total EC population: 4.7
mil
Total households: 210,852
%share of households in Chris Hani District
(2011)
•
% share of District population to EC Province
population (2011)
•
•
•
Of the total population in the Eastern Cape province, Chris Hani DM accounts
for 17.1% making it the third largest District after O.R Tambo (29.3%) and Alfred
Nzo (17.2%) DMs.
Chris Hani is made up of eight LMs with Lukanji LM having the highest
population size and Inkwanca being the smallest in population size
With regards to the total households in the District, a similar pattern is evident
where Lukanji remains in the lead with the highest proportion of households
and Inkwanca with the least households in 2011.
The DM in 1996 had a total of 168,754 households. An additional 40,298
households have been recorded to reach 210,852 households in 2011, a 1.6%
growth over the two periods.
www.salga.org.za
GDP CONTRIBUTION
2011
R19.0bn
•
•
2007
R7.3bn
•
•
According to StatsSA simulated estimates
of municipal GDP, in 2007 Chris Hani had
a GDP of R7.3 bn which grew by 27% to
reach R19.0 bn in 2011.
Emalahleni’s contribution to the GDP of
the District grew from 6.0% in 2007 to
50.0% in 2011, making it the major driver
of economic growth in the District. This is
because it is an administrative area with
Government and Services sectors the
major employers.
The economic contribution of Inxuba
Yethemba and Lukanji to the total GDP of
the District declined significantly
compared to the decline recorded by the
remaining LMs.
However these two LMs continue to be
major drivers to economic growth in the
District.
www.salga.org.za
UEMPLOYMENT RATE
•
•
Unemployment rate in the District and in the LMs has declined between 2001 and 2011. The unemployment rates have been highest in Emalahleni,
Engcobo and Instika Yethu LMs in 2001 peaking at an average of 68%. However significant declines have been recorded although at high rates of
over 46% in 2011.
Inxuba Yethemba has the lowest unemployment rate in the District. Community services and finance are main economic sectors driving
employment in the area.
www.salga.org.za
Water Services Delivery
Institutional Arrangements
– Chris Hani
• No Water Board
• All Local
Municipalities were
Water Services
Providers until 1
July 2014
• Water Services
Authority
– Regulates
– Infrastructure
Planning and
investments
10
The CHDM Operational Dynamics
www.salga.org.za
Key:Level of Service
rsp
= rural (stand-pipe)
ryard = rural (yard connection)
rhouse = rural (house connection)
usp
= urban (stand-pipe
uyard = urban (yard connection)
uhouse = urban house connection)
• Areas in the west have more private connections.
• Areas in the East are more rural and more people are served by
communal standpipes.
• Lukanji is significantly bigger than other areas.
Grant Dependency
www.salga.org.za
NT MTEF
www.salga.org.za
Reduction of Backlogs
• CHDM have been the best performer in reducing water
backlogs.
– Reduction of 67%
AG Reports 2013
www.salga.org.za
Performance (functionality)
The top performers are:- Camdeboo
- Baviaans
-
Kouga
Buffalo City
Census 2011
www.salga.org.za
MOPANI
Operational Service Challenge (h-holds served)
The Authorised DMs are amongst the largest
WSAs in the country
www.salga.org.za
Census 2011
www.salga.org.za
POPULATION and HOUSEHOLD DYNAMICS
Total LIM population: 5.4 mil
%share of households in Mopani District (2011)
Total households: 296,320
Total Mopani population: 1.1 mil
% share of District
population to Limpopo
Province population
(2011)
www.salga.org.za
GROSS DOMESTIC PRODUCT (GDP)
CONTRIBUTION
•
•
•
•
•
According to StatsSA simulated estimates of municipal
Gross Domestic Product, Mopani District grew by an
average growth rate of 7.5% between 2007 and 2011
Of the five LMs in Mopani District, Greater Tzaneen and
Ba-Phalaborwa LMs have contributed significantly to
the economy of Mopani.
Greater Tzaneen is characterised by extensive and
intensive farming activities and considerable untapped
tourism potential. Major economic sectors in Greater
Tzaneen include community services , finance, trade ,
agriculture and manufacturing.
Ba-Phalaborwa ‘s contribution to the District’s GDP grew
significantly over the two periods from 27.1% in 2007 to
30.1% in 2011 – a 3.1 percentage growth. The area has
vast tourism and manufacturing investment
opportunities.
Main economic sectors include mining, agriculture,
manufacturing and tourism .
www.salga.org.za
UNEMPLOYMENT RATE
•
•
•
•
Mopani District has been characterised by high unemployment rate over the past 15 years.
Marginal increases in most of the LMs have been recorded except for Greater Giyani municipality.
The unemployment rate in Greater Giyani fell significantly by 21.6 percentage points from 68.6% in 1996 to 47% in 2011. Giyani Town is the largest
and most densely populated centre, featuring the most employment opportunities, as well as the best shopping and recreational facilities.
The labour force consists of skilled, semi-skilled and a large percentage of unskilled people. his
www.salga.org.za
Water Services Delivery
Institutional Arrangements
– Mopani DM
• Supported by
Lepelle Northern
Water Board
• All Local
Municipalities are
Water Services
Providers
• Water Services
Authority
– Regulates
– Infrastructure
Planning and
20
Potable Water (operational challenge)
www.salga.org.za
Mopani DM has a high
proportion of rural yard taps
… this could imply elevated
consumption and difficult
cost recovery
Census 2011
Performance (functionality)
Percent Reporting Interruptions
Percent Long Interruptions
www.salga.org.za
Performance (functionality)
LMs
reliability
Ba-Phalaborwa
64%
Greater Giyani
29%
Greater Letaba
39%
Greater
Tzaneen
42%
Maruleng
36%
rapid
repair
43%
5%
9%
18%
15%
www.salga.org.za
Ba Phalaborwa
performed better
than other LMs??
Census 2011
www.salga.org.za
Challenges
the tasks
Electro - Mech
www.salga.org.za
operations
Bulk Supply and WTW
www.salga.org.za
Electro - Mech
Civils
Sewer and WWTW
Pit Latrines
www.salga.org.za
Challenges
(1) Operational
(a)
Vandalism of Infrastructure and Illegal Connection
(b)
Reliability of constant service
(c)
Types of Infrastructure Managed and its logistical arrangements
(2) Financial
(a)
Grant Dependent
(b)
Non payment of services (cost of service vs equitable share)
27
www.salga.org.za
Support to improve Service Delivery –
(1) Political
(a)
Training of Cllrs – Understanding roles and responsibilities including service delivery
imperatives (2014- 2016) and beyond
(b)
Water Sector Specific - unpacking the operational issues of water service delivery
including legislative mandate of Council
(2) Operational
(a)
Facilitate Training of Water Services Managers –Master Classes
(b)
Benchmarking to gauge municipal performance with peers – including blue and
Green Drop Certification
(c)
Advisory on service delivery related issues
(3) Financial
(a)
Analysis and understanding cost of providing services
(b)
Grant Infrastructure to include renewal of old infrastructure
28
www.salga.org.za
Suggested Way Forward
(1) Political
(a)
Continue with Cllr development programmes including post 2016 elections
(b)
Emphasise the role of Water Services Authority and Providers
(c)
Constant Community Engagements (payment and vandalism)
(2) Operational
(a)
Bringing other players in the space to help with service delivery
(b)
Investment in renewal
(c)
Borehole management is key to service delivery
(3) Financial
(a)
Analysis and understanding cost of providing services
(b)
Grant Infrastructure to include renewal of old infrastructure
29
www.salga.org.za
THANK YOU
William Moraka
[email protected]
012 369 8056
082 308 5519