By Nkhensani Chauke
Acting chairperson of the Portfolio Committee on Cooperative Governance and Traditional Affairs (COGTA), Dikeledi Direko, has raised concerns about the gap between local government’s strategic plans and the reality of service delivery on the ground.
This after her committee received a briefing on the South African Local Governance Association’s (SALGA) strategic plan (2022-2027) and the 2024/2025 second and third-quarter performance reports, covering both financial and non-financial aspects.
“One strategic outcome, for example, is for SALGA to focus on social cohesion through spatial integration, economic justice, and the development viable communities, providing citizens with reliable and sustainable services to enable inclusive socio-economic growth,” said Direko.
She highlighted that Salga was 71% on track with its strategic plan, noting a 10% improvement in identified municipalities, thus far.
“Members heard that SALGA is 71% on track with its strategic plan,” said Direko.
“The target is an average of 10% improvement in identified municipalities; thus far, SALGA has completed pre-assessments in 23 municipalities. Member, however, emphasised that progress with performance indicators on paper rings hollow when communities cannot access basic services.”
Direko further expressed concern over SALGA’s financial sustainability.
“Members highlighted that over 90% of SALGA’s funding comes from municipality membership levies, which may compromise the entity’s ability to intervene and support municipalities. The committee was assured that SALGA is open to exploring alternative revenue sources, but legal considerations must be ironed out, she said.
Direko also questioned SALGA’s impact given the continuous political instability and interference, the politicisation of municipal administration and skills shortage that paralyses municipal performance and fuel systemic inefficiencies.
Direko said councillors were often unable to hold officials to account, noting that municipalities needed councillors who could assist to turn around the system.
“The committee called for a clearer distinction between political oversight and administrative execution. It urged SALGA to lead in the development of stronger training and performance management systems for councilors and officials,” said Direko.
“It is cause for serious concern the invisible hand (politicisation) that is part of local government, and we need to strongly condemn such as practices. As political parties, we need to ensure that in elections we put forward councilors that can add value to local government. We need councilors who can assist in turning around the system.”
The committee also noted poor coordination with and inclusion of traditional leaders in municipal planning and governance issues.
“Traditional leaders, as part of our stakeholders, should not be left behind and treated as ‘by the way’ stakeholders in local government. They should be included, and they should be heard,” she said.
Welcoming SALGA’s presentation, Direko added that the committee wants to ensure sustainable solutions to the weaknesses in service delivery and municipal finances, thereby enabling municipalities to provide quality services to the people of South Africa.
“We agree that despite many interventions in our municipalities, there is still a lot to be done. All relevant stakeholders should be on board, and proper coordination and support from all three spheres of government also play a critical role in improving our municipalities,” she said.
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