1 NATIONAL MUNICIPAL CAPACITY COORDINATION AND MONITORING COMMITTEE (NMCCMC) 22 June 2012 Presented to Masibambane Coordinating Committee

2 PURPOSE OF THE PRESENTATION Information sharing: Background to the NMCCMC Functions of the NMCCMC Progress made with the NMCCMC Effects of the NMCCMC

3 BACKGROUND TO THE NMCCMC The NMCCMC was constructed from a decision by the Deputy Ministers CoGTA and Treasury. The National Capacity Building Framework provides the context within which its operates. The aim with the NMCCMC is to improve coordination of support, capacity building and training aimed at local government; and in doing so improve the impact made with such. The first meeting of the NMCCMC took place on 24 May 2011 and has been held quarterly since. Members are: National sector departments; provincial CoGTAs municipal support and capacity building units; metros; associated institutions and professional bodies active in local government.

4 FUNCTIONS OF THE NMCCMC The coordination will entail: Agreeing what the benchmarks are that a municipality needs that is functional, performing and adequately delivering its services, in terms of individual and institutional and environmental capacity. Addressing strategic focus areas (Ministers Delivery Agreement outputs). Adopting a holistic and systematic approach in addressing support, capacity building and training needs that should provide improved impact.

5 FUNCTIONS OF THE NMCCMC cont. Cont. (The coordination will entail): Improving the impact that initiatives make to ensure optimal use of available resources. Ensuring that a support package of capacity-building initiatives is designed both for categories of municipalities and for individual municipalities themselves in a manner that optimally meets their requirements (a differentiated approach). Improving efficiencies by sharing the costs of developing, managing, facilitating and evaluating capacity building programmes and engaging with individual municipalities. Enhancing learning by creating a common space for reflecting on programme inputs, outputs, outcomes and impact and deriving lessons and developing improved programme activities. Developing a Management of Information System to simplify reporting requirements.

6 PROGRESS MADE WITH THE NMCCMC The Minister for CoGTA deems Capacity Building aimed at Local Government a priority area and for the first time a national integrated capacity building plan containing all stakeholders plans could be compiled. There has been expanded participation by national sector departments and others active in local government. A survey is being conducted to determine whether the NMCCMC has been cascaded to provincial level. Letters have been drafted to the CEOs of LGSETA and SALGA to encourage co-chairing and closer working relations (also proposing same for provincial structures).

7 PROGRESS MADE WITH THE NMCCMC Four Working Groups (that include municipal practitioners) were established and have developed and deliberated on various discussion documents: o WG 1:National Capacity Building Framework, Capacity Building Plans and Differentiated Model, e.g. Discussion document on capacity building indicators o WG 2:Qualifications, Learning Programmes and Modalities, e.g. Learning Framework o WG 3:HRM and D, e.g. Staffing Norms and Standards o WG 4:Professionalisation, e.g. Batho Pele Service Standards Framework

8 EFFECTS OF THE NMCCMC The NMCCMC has been in existence for only one (1) year: Some closer working relations have been forged improving local governments uptake of some programmes. Previously there was little information available on capacity building internally now at least more information was collected. Also the gaps in information were identified, leading to support required by some provinces. Hopefully, the Integrated Capacity Building Management of Information System (ICBMIS) that will be developed with stakeholders this year will further improve the receipt of information. NB! - Without relevant information the NMCCMC is not able to take concrete decisions.

9 EFFECTS OF THE NMCCMC cont. Furthermore: Improved internal coordination is receiving some attention. A donor is interested in the structure and will evaluate its effectiveness at the end of this second year, to assist with improvements. Stakeholders are being made more aware of the need to consider impact; prior to deciding on future initiatives. However, much work still needs to be done. In the words of the National Development Plan (2011) It has to be painstakingly built, brick by brick...sustained and rejuvenated over time.