N6 Municipal Administration

Municipal Administration Downloaded from hlayiso.com N6

Module 1 – Development of local authorities INTRODUCTION A municipality needs money to provide services to the public, to buy the equipment and machines to provide the services, to pay the officials who render the services, and to pay for the goods and services obtained from other institutions and individuals. Downloaded from hlayiso.com www.futuremanagers.com

Module 1 – Development of local authorities (continued) FINANCIAL MANAGEMENT Proper financial management will result in: • More effective determination and collection of revenue. • The prevention of wasteful expenditure. • Less fraud and mismanagement of public funds. • More credible financial statements. • Better asset control by keeping accurate registers of assets and stock. • Better serviceDownloaded delivery, as more funds from willhlayiso.com be available for services. www.futuremanagers.com

Module 1 – Development of local authorities (continued) INTEGRATED DEVELOPMENT PLANNING (IDP) The IDP identifies the strategic and budget priorities for future development of the area and involves the participation of the municipality and citizens in finding the best way to achieve long-term development. It aims to co-ordinate all spheres of government in a coherent plan to improve the quality of life for all the people living in an area. Downloaded from hlayiso.com www.futuremanagers.com

Module 1 – Development of local authorities (continued) THE BUDGET A budget is a financial plan for a year in which funds are allocated for specific purposes/objectives. It also serves as an instrument of control over income and expenditure. Municipal Councils are by law required to prepare budgets of income and expenditure. Downloaded from hlayiso.com www.futuremanagers.com

Module 1 – Development of local authorities (continued) SOURCES OF INCOME FOR THE TYPES OF BUDGETS The Constitution prescribes the sources of income for municipalities, as: • Property rates; • Service charges; • Revenue from trading undertakings; • Subsidies; and • Loans. Downloaded from hlayiso.com www.futuremanagers.com

Module 2 – Financial control measures in municipal finances INTRODUCTION The main purposes of the Municipal Finance Management Act are to: • Regulate financial management in municipalities. • Set requirements for efficient and effective management of revenue, expenditure, assets and liabilities in municipalities. • Define municipal financial management responsibilities. • Determine a financial management framework for municipalities. • Put a municipal borrowing framework Downloaded from in place. hlayiso.com www.futuremanagers.com

Module 2 – Financial control measures in municipal finances (continued) CONTROL BY HIGHER AUTHORITIES Municipalities are subordinate to national and provincial governments and are subject to control by central and provincial authorities as stipulated in the Constitution. These higher authorities prescribe municipal functions and specify the methods and procedures and control measures to be followed by municipalities. Downloaded from hlayiso.com www.futuremanagers.com

Module 2 – Financial control measures in municipal finances (continued) CONTROL BY PROVINCIAL AUTHORITIES Ordinances are passed by provincial authorities that affect local matters such as agriculture, casinos, racing, gambling, cultural affairs, education, environment, health services, housing, local government, police, public transport, roads, tourism and welfare services in municipalities. Downloaded from hlayiso.com www.futuremanagers.com

Module 2 – Financial control measures in municipal finances (continued) INTERNAL CONTROL MEASURES The objectives of internal control measures are: • To ensure the correct recording of transactions. • To ensure the validity of transactions. • To ensure proper financial reporting. • To ensure proper record-keeping of assets. • To identify fraud and mismanagement of funds. • To ensure proper financial management. Downloaded from hlayiso.com www.futuremanagers.com

Module 2 – Financial control measures in municipal finances (continued) EXTERNAL CONTROL MEASURES Municipalities must comply with legislation to control measures, such as: • An accounting system; • A budget prepared annually; • Control over expenses; • Control over loans; • Control over income; and • Control over contracts. Downloaded from hlayiso.com www.futuremanagers.com

Module 3 – Personnel in municipal administration INTRODUCTION To provide the necessary goods and services required by the residents, an effective and efficient personnel administration must be established in the municipality. Downloaded from hlayiso.com www.futuremanagers.com

Module 3 – Personnel in municipal administration (continued) PERSONNEL SYSTEMS Local authorities make use of different personnel systems, which are: • Fragmented/separate personnel system; • United/unified personnel system; • Integrated/unified national and municipal personnel system; and • National system. Downloaded from hlayiso.com www.futuremanagers.com

Module 3 – Personnel in municipal administration (continued) LEGISLATION INFLUENCING MUNICIPAL PERSONNEL ADMINISTRATION • The Constitution of South Africa Act; • Basic Conditions of Employment Act; • The Basic Conditions of Employment Amendment Act; • Employment Equity Act; • Labour Relations Act; and • Manpower Training Act. Downloaded from hlayiso.com www.futuremanagers.com

Module 3 – Personnel in municipal administration (continued) RELATIONS BETWEEN COUNCILLORS AND OFFICIALS The councillors are the elected representatives of the community and the officials are appointed in their positions. Councillors cannot perform personnel functions and therefore officials are appointed to perform the personnel function. Downloaded from hlayiso.com www.futuremanagers.com

Module 3 – Personnel in municipal administration (continued) PERSONNEL FUNCTIONS A variety of functions must be performed to develop and maintain an effective and efficient personnel administration within a Municipality. Municipal Councils are required to pass by-laws or regulations on personnel administration to perform the specific functions required by personnel officers to look after the welfare of the employees of the municipality. Downloaded from hlayiso.com www.futuremanagers.com

Module 3 – Personnel in municipal administration (continued) LABOUR RELATIONS Labour relations deal with the relationship between the employer and employee, and strategies and mechanisms should be in place to deal with this relationship. Downloaded from hlayiso.com www.futuremanagers.com

Module 3 – Personnel in municipal administration (continued) CODE OF CONDUCT OF MUNICIPAL STAFF MEMBERS The Code of Conduct should act as a guideline to employees as to what is expected of them from an ethical point of view, both in their individual conduct and in their relationship with others. Compliance with the Code can be expected to enhance professionalism and help to ensure confidence in the Public Service. Downloaded from hlayiso.com www.futuremanagers.com

Module 4 – Key officials in municipal administration INTRODUCTION The Municipal Systems Act requires that each municipality must have an administration. The Municipal Manager is the head of the municipal administration and, together with the other senior managers, is responsible for the effective, efficient and accountable administration in the municipality. Downloaded from hlayiso.com www.futuremanagers.com

Module 4 – Key officials in municipal administration (continued) MUNICIPAL MANAGER (TOWN CLERK) The Municipal Manager is the head of the administration and the Accounting Officer for the municipality. The Municipal Manager is responsible for the implementation and monitoring of the municipality’s integrated development plan and that services are provided to local communities in a sustainable manner. Downloaded from hlayiso.com www.futuremanagers.com

Module 4 – Key officials in municipal administration (continued) MANAGERS ACCOUNTABLE TO MUNICIPAL MANAGER (SENIOR MANAGERS) These managers are responsible for the management of the different departments in the municipality, such as the Health, Human Settlements, or Tourism departments. Downloaded from hlayiso.com www.futuremanagers.com

Module 4 – Key officials in municipal administration (continued) CHIEF FINANCIAL OFFICER (CFO) • Is in charge of the budget and treasury office of the municipality. • Assists the Accounting Officer in the preparation and implementation of the municipality’s budget. • Assists in administration of the municipality’s bank accounts. • Advises senior managers and senior officials on budget and financial matters. • Performs other duties as delegated Downloaded by thehlayiso.com from Accounting Officer to the CFO. www.futuremanagers.com

Module 4 – Key officials in municipal administration (continued) OTHER KEY OFFICIALS Key officials are appointed in the different divisions in the municipality and include directors for the various departments and officials such as Chief Medical Officers, Chief Engineers, Chief Fire Officials, Chief Librarians, Chief Personnel Managers and other chief officials for all the different departments. Downloaded from hlayiso.com www.futuremanagers.com

Module 5 – The role of Municipal Manager in municipal and personnel administration INTRODUCTION The Municipal Manager is the official in the management of a city or town. The six administrative processes that a municipal manager is responsible for are: • Policy-making; • Human resources/personnel; • Organising; • Methods and procedures; and • Financing; • Control. Downloaded from hlayiso.com www.futuremanagers.com

Module 5 – The role of Municipal Manager in municipal and personnel administration (continued) THE MUNICIPAL MANAGER AND SIX ADMINISTRATIVE PROCESSES The Municipal Manager is the administrative, executive and Accounting Officer of the city or town. As public manager, the Municipal Manager has to apply the six generic administrative processes and other functional activities of personnel administration. Downloaded from hlayiso.com www.futuremanagers.com

Module 5 – The role of Municipal Manager in municipal and personnel administration (continued) THE MUNICIPAL MANAGER AND THE FUNCTIONAL ACTIVITIES The Municipal Systems Act spells out the functional personnel activities of Municipal Managers as follows: • The appointment of staff other than those senior managers accountable to him or her. • The management, effective utilisation and training of staff. • The maintenance of discipline of staff. Downloaded from hlayiso.com www.futuremanagers.com

Module 6 – Control over municipal authorities INTRODUCTION All government institutions, including municipalities, were established to render services to satisfy the needs of the community. To ensure accountability, control measures must be put in place. Control over municipal activities is exercised by the provincial government, Council, voters and internal control measures in the departments. Downloaded from hlayiso.com www.futuremanagers.com

Module 6 – Control over municipal authorities (continued) REASONS FOR CONTROL MEASURES • To ensure administrative functions are completed effectively and efficiently. • To ensure that all actions are legal and that statutory policy is adhered to. • Corruption and fraud will be pointed out with proper control measures. • To identify problem areas where improvement is needed. • To identify the infringement of democratic rights of individuals by the municipality, which should be investigated and rectified. Downloaded from hlayiso.com www.futuremanagers.com

Module 6 – Control over municipal authorities (continued) EXTERNAL CONTROL External control over municipalities is exercised by national and provincial government because: • Municipalities are authorised through national and provincial policy to provide services to satisfy the basic needs of the community. • Municipalities receive funds from higher authorities to carry out these services. Downloaded from hlayiso.com www.futuremanagers.com

Module 6 – Control over municipal authorities (continued) INTERNAL CONTROL To be able to exercise control, standards must be set against which the quality and efficiency of the services and the productivity of officials are evaluated. Internal control should be exercised through: • Hierarchical control; • Council control; and • Departmental control. Downloaded from hlayiso.com www.futuremanagers.com

Module 6 – Control over municipal authorities (continued) VOTER CONTROL Voter control is done by the electorate through voting where they get the opportunity to air their opinions through the candidate they vote for. Voters and the community can also use elections to get rid of candidates that they are not happy with by not voting for them. Downloaded from hlayiso.com www.futuremanagers.com

Module 7 – Public participation and municipal public relations INTRODUCTION Public relations is the deliberate, planned and sustained effort to establish and maintain mutual understanding between an organisation and its publics. Downloaded from hlayiso.com www.futuremanagers.com

Module 7 – Public participation and municipal public relations (continued) PUBLIC PARTICIPATION Public participation refers to the involvement that municipalities have with the community and community organisations with regards to municipal matters. This is because the public wants accurate information from the municipality, more effective and efficient services, less duplication of work, more access to municipal structures and services, and increased transparency in the municipal service. Downloaded from hlayiso.com www.futuremanagers.com

Module 7 – Public participation and municipal public relations (continued) COMMUNICATION WITH THE PUBLIC Communication with the public can take place through the local media, community newspapers, the Provincial Gazette, notices displayed at the municipal office, and ward councillors. The digital media has changed the whole process of communication whereby email, Twitter, Facebook and SMS are used to communicate information to the community. Downloaded from hlayiso.com www.futuremanagers.com

Module 7 – Public participation and municipal public relations (continued) TASK OF THE OFFICE OF THE PUBLIC RELATIONS OFFICER Several of the roles/tasks of the PRO office include the need to: • Explain policy to the public and ensure the correct information is conveyed. • Guard against forcing the viewpoint of top officials on the public. • Determine the opinions of the public on activities of the municipality. • Consider the opinions and attitudes of a large diversity of the population. • Listen to what the different members of the public say about the services of the municipality. Downloaded from hlayiso.com www.futuremanagers.com

Module 7 – Public participation and municipal public relations (continued) COUNCILS AND PUBLIC RELATIONS The Council makes decisions on the activities of municipalities to improve the welfare of the community. To make proper decisions, factual data, values and opinions of the public need to be taken into consideration. Well-informed councillors with integrity will have good relations with the public. Downloaded from hlayiso.com www.futuremanagers.com

Module 7 – Public participation and municipal public relations (continued) CODE OF CONDUCT FOR PUBLIC SERVANTS AND PUBLIC RELATIONS The Code of Conduct provides guidelines to the officers and employees with regard to their relationship with the political office-bearers and the public. The Constitution must be respected and honoured in all functions and can be accepted as a guide. Downloaded from hlayiso.com www.futuremanagers.com