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Conference Provincial Governance and Development in SA Post 1994: Quo Vadis, 14 – 15 October 2010, Durban.

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Presentation on theme: "Conference Provincial Governance and Development in SA Post 1994: Quo Vadis, 14 – 15 October 2010, Durban."— Presentation transcript:

1 Conference Provincial Governance and Development in SA Post 1994: Quo Vadis, 14 – 15 October 2010, Durban

2 OVERVIEW OF PRESENTATION  Progress on the implementation of the IGRF Act - case studies Functioning of IGR structures Intergovernmental coordination and processes Intergovernmental instruments  Conclusions and recommendations

3 PROVINCIAL IGR SYSTEM The IGRF Act was passed to improve coherence, coordination and integration across spheres and organs of government to ultimately achieve the developmental goals: provision of service delivery, alleviation of poverty and development of communities. The Act provides a framework for provincial government to facilitate coordination in the implementation and alignment of local and provincial plans to national policy, priorities and legislation. The Act encourages cooperative rather competitive government, and natural evolution of IGR – leaving room for non-statutory provincial intergovernmental relations systems. The Act does not only establishes structures but also introduces IGR processes (policy and planning), instruments (implementation protocols) and dispute resolution mechanisms as necessary tools for facilitating effective IGR at all levels.

4 PROVINCIAL IGR STRUCTURES Provincial governments have established provincial structures as mandated by the Act or brought existing structures in line with the Act. Provincial structures include political forums, namely Premier’s Coordinating Forums (PCFs), Premier’s Metro Coordinating Forums (PMCF), Provincial Clusters and technical structures, namely PCF Technical Committees All provinces have assisted municipalities to establish their political structures, District Coordinating Forums and technical structures DCF Technical Committees and provide support in terms of their functioning. These structures are up and running in all provinces with varying degrees of effectiveness and efficiency.

5 PROVINCIAL IGR STRUCTURES All provinces are represented on national political forums (President Coordinating Council, Cluster Committees and technical forums (FOSAD), other statutory structures (Budget Forums) and sectoral structures (MinMECs) Provincial IGR structures have also adopted their own internal rules, including procedures for the adoption of agendas, and resolutions and implementation (e.g. NW, EC, WC, GP and KZN). However, these provincial (political) structures, face some serious functionality challenges. These include Broader composition and size than the Act required Lack of strategic agendas Political differences, political fluidity in a province, party political in- fighting Poor institutional linkages Proliferation of IGR structures

6 PROVINCIAL IGR COORDINATION & PROCESSES  Provincial IG structures are struggling though when it comes to intergovernmental coordination and processes.  The following are the challenges relating to the IGR processes The lack of provincial policy frameworks to implement and guide the provincial IGR, the result of which is the proliferation of structures and lack of coordination IDPs are still not perceived as the single planning instrument for all spheres and IDPs and provincial development plans and priorities are not always aligned to one another due in part to separate unsynchronized budgeting and planning IGR structures do not have an IGR Calendar Framework which is informed by the budgeting and planning cycle.

7 PROVINCIAL IGR COORDINATION & PROCESSES Lack of inter-departmental (or intra-governmental) coordination and integration of support to municipalities, resulting in multiple, uncoordinated and un-strategic engagements with municipalities and subsequently resulting in engagement fatigue and tensions between local and provincial government. Lack consultation by provinces on draft provincial policies and laws. Many key provincial policies and laws affecting municipalities are passed without municipalities’ participation. The single biggest failure or cause of IGR tensions in provinces has been the lack of clarity of roles and functions and concurrent and overlapping powers and functions. The Act will not bring about coordination and integration without role clarification Emerging IDP Indabas in the Western Cape has the potential to improve integrated planning and budgeting between the province and municipalities.

8 PROVINCIAL IGR INSTRUMENTS  IGR Implementation protocols are seldom used IG structures.  Where they were used, implementation protocols have been very successful, E.g. Case studies of coordination involving all spheres ○ Xenophobic violence ○ World Cup 2010, Implementation between province and city e.g. Case studies on specific issues involving two provinces ○ Management of cross border municipalities North West and Northern Cape (transport, roads and community safety) Gauteng and Mpumalanga (management of transition) Case studies involving departments and others ○ Department of Land Affairs and other partners (Settlement and Implementation Support Strategy for Land and Agrarian Reform

9 EMERGING TRENDS IN IGR IMPLEMENTATION The 15 Year Review noted the following emerging trends in terms intergovernmental relations over the last five years – An increasing shift from the institutional design (policy and legislation) of the IGR system to actual practice and implementation of intergovernmental relations – A shift from process (structures and procedures) to substance based IGR, to greater emphasis on the sectoral service delivery priorities – A shift from national and provincial IGR structures and processes to greater focus on and engagement with local government (creation and support for municipal IGR forums and processes) – A shift from primary sectoral focus to integrated development planning for the whole of government, intergovernmental budgeting and joint implementation and other cross cutting issues. Another emerging trend is one of competitive rather than cooperative government at a provincial level. Western Cape vs other provinces and national government, due to different electoral mandate.

10 CONCLUSIONS AND RECOMMENDATIONS IGR system is evolving and the impact of the IGRF Act is yet to be seen. IGR is not yet effective and efficient in delivering a coherent, coordinated and integrated government to the people. The policy review of provincial and local government emerged from this and poor service delivery performance of provinces. The functioning of provincial structures is affected by the non- adherence to the strict requirements of the Act. – Composition and size must be mean and lean as prescribed in the Act – Agendas must be strategic and meeting must be held at strategic moments informed by the planning and budgeting cycle to influence provincial and local planning. – Rationalization of IGR structures and engagement, have fewer but more effective structures – IGR structures should have an IGR Calendar Framework which is informed by the budgeting and planning cycle. – IGR structures between provinces need to be resuscitated. And provinces must refrain from competition to cooperation.

11 CONCLUSIONS AND RECOMMENDATIONS  Since there is a shift from establishing structures towards content of these structures, IGR processes must be used and improved Where necessary, provincial policy frameworks must be developed to guide IGR in the province IDPs should be the single development planning tool for all spheres of government, IDP Indaba in the Western Cape are a step in the right direction Speed up the synchronisation and alignment of budgeting and planning cycles of different local government, and national and provincial government Provincial departments must better coordinate and integrate their IGR engagements with municipalities (rationalisation of IGR structures) National government must enact provincial policy and legislation clarifying roles and functions provinces and other spheres of government  Given its track record of relative success, implementation protocols should be used more on integrated service delivery or joint work or projects.


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