Area Based Management Model
Area Based Management Model
1.0 INTRODUCTION
1.1 The introduction and the implementation of Area Based Management (ABM) in the City of Pietermaritzburg (City of Choice), coincides with the celebration of the 50 year anniversary of The Freedom Charter in South Africa, in which all South Africans of all races demanded freedom and a better life. The 2006 Conference theme of The Department of Provincial and Local Government not only focused on bringing government closer to the people but 'Rooting government amongst the People'. Thereby allowing the people to govern as stated in the Freedom Charter.
1.2 Area Based Management (ABM) is about community facilitation, increasing participation, conflict resolution, community advocacy, relocation of communities, monitoring and speeding of services delivery through the decision tracker. It is one of the components under the Corporate Strategic Planning Business Unit. Area Based Management is the ear for both the Communities and the Municipality.
2.0 BACKGROUND
2.1 Msunduzi Municipality is required by the laws of the country to deliver services to the people and for Communities to participate in matters of Local Government. The White Paper on Local Government encourages Municipalities to pursue a role of a developmental Local Government. The following legislations/principles are relevant to the formulation, development and the implementation of Area Based Management.
2.2 The Constitution of South Africa
The objects of Local Government are contained in the constitution Chapter 7, Section 152 sub-section 1:
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To provide democratic and accountable government for local Communities.
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To ensure the provision of services to Communities in a sustainable manner.
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To promote social and economic development.
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To promote a safe and healthy environment.
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To encourage the involvement of Communities and Communities organisations in the matters of Local Government.
2.3 The Systems Act (Chapter 6):
Encourages Community involvement/participation. The Act states that in order for Communities to participate in the decision making process of the Municipality there needs to be encouragement and the conditions conducive for Communities to participate in the affairs of Local Government.
2.4 The Municipal Structures Act (Chapter 4)
Encourages Ward Committees formation in-order to enhance participatory democracy in Local Government. The Ward Committee enhance participatory democracy in Local Government. The role of Area Based Management (ABM) is to support the functioning of Ward Committees.
2.5 Bathoe Pele Principles
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Consultation Service Standards
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Courtesy
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Access to Information
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Openness and Transparency
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Dealing with complaints
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Giving Best Value
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Encouraging Innovation and Reward Excellence
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Customer Impact
3.0 EVALUATION OF ABM MODELS
3.1 Area Based Management (ABM) can be implemented in two ways:
3.1.1 Hard-Core ABM (functionally decentralized):
It is when a Municipality is divided into small entities (Municipalities)which are fully functional but at the same time, are centrally controlled. Areas or entities receive instructions from the central office and sometimes from different Strategic Business Units (departments). This type of management usually creates contradictions and conflict with the central structures in control. There is also too much duplication and huge financial implication. Hard-Core ABM operates the same way as the previous Apartheid Bantustans or homelands.
3.1.1.1 The advantages of Hard-Core are as follows:
Most services are functionally organised per area. Offices set up within closer proximity to Communities. One stop shop for services, payments and enquiries.
3.1.1.2 The disadvantages of Hard-Core are as follows:
Silo mentality leading to conflict and contradictions operations Duplication of services, personnel across areas. Expensive owing to above. No uniformity of services, standards, procedures
3.1.2 Soft-Core ABM (Community Interaction):
Soft Core ABM does not control Strategic Business Units (departments). This approach is about community facilitation, increasing participation, conflict resolution, community advocacy, the monitoring and speeding of services delivery. ABM does not dictate to departments with regard to the implementation of their projects but can advise against fragmented service delivery. It can share information with strategic business units and community at large. ABM will align stake-holders plans with those of the council through Community Based Planning methodology and other methodologies.
3.1.2.1 The advantages of the Soft-Core are as follows:
Integrated service delivery. Offices set up within closer proximity to Communities. One stop shop to services, payments and enquiries. Inexpensive in terms of services and personnel. Encourages Community participation and conflict resolution. Uniformity of service and standards. Less bureaucracy and red-tape. Easy to provide regular feed-back to people. Not restrictive to a particular function.
3.1.2.2 Disadvantages of the Soft-Core
Not popular with officials seen as informers/police for Councillors and Communities. Viewed with suspicion by officials who may fear being supervised. Non co-operation from Strategic Business Units. New section whose functions/responsibilities may be misunderstood.
4. MSUNDUZI MUNICIPALITY ABM MODEL
4.1 After the evaluation of the two models, the Msunduzi Municipality adopted the soft-core or community interaction be implemented within Msunduzi Municipality.
5.0 ABM IMPLEMENTATION STRATEGY
The Msunduzi Municipality follows the Soft-Core Area Based Management. The City of Pietermarizburg in this case, is managerially divided into five areas:
Vulindlela, Greater Edendale - Edendale, Greater Edendale - Imbali, Northern Areas and Central & Eastern Areas. (See Map ). All the above areas have The Multi-Purpose Centres. The Vulindlela will have the Taylor's Halt Multi-Purpose Centre, Greater Edendale, Moses Mabhida Multi-Purpose Centre, Northern Areas- Bombay Civic Centre. All the offices in The Multi-purpose Centres (satellite) offices are linked to the main-frame in the City of Pietermaritzburg. All five areas are under the responsibility of five managers respectively (See copy of the structure). The administration and management of the Multi-Purpose Centres and offices will be done by the Area Manager who report to the Process Manager: Area Based Management who reports to the Deputy Municipal Manager: Community Services.
The Area Managers will manage administer the multi-purpose centres, plan and delegate work, report, liaise with strategic business units, ward committees and government departments. Monitor delivery of services through the usage of the decision tracker. They report to the process manager. The facilitators will report to the area managers.
The Facilitators will primarily be working after hours and weekends. They will be performing community facilitation, participation, relocation and advocacy, conflict resolution, co-ordinate and integrate service delivery and report to managers respectively. The facilitators are the engines or foot-soldiers of Area Based Management. The Clerks will perform the clerical duties and administrative support for each area.
6.0 AREA BASED MANAGEMENT SUPPORTING TOOLS
For Area Based Management to function, the following tools for planning and monitoring have been identified for planning and monitoring.
6.1 Community Based Planning (with the Speaker's & IDP Offices)
Community Based Planning is a planning methodology for increasing community participation in local government planning. Community Based Planning involves stakeholders such as councillors, council officials, ward committee, traditional leaders, service providers and local business in ward planning. The process of collecting information (community plans or needs) and feeding that into the IDP will eventually lead to the budget formulation. The Area Based Management Facilitators are the key in the implementation of Community Based Planning. The community requirements will be reflected in the IDP that will in turn influence the budget and budget process.
6.2 Decision Tracker
The decision tracker was developed to monitor the implementation of council resolutions related to community projects in particular. It is a computer system containing the following specifications:
Executive committee Approved Resolutions need to be implemented. The resolutions are categorised according to municipality standing committees Responsible Strategic Business Unit (SBU)
6.2.1 Decision tracker monitor
This function monitors the decision tracker. The decision tracker monitor populates the decision tracker with approved council resolutions. Once transferred these resolutions must be assigned to the relevant project champions (officials responsible for the implementation of resolutions). The decision tracker will supply all the five area managers with the resolutions for monitoring.
ABM will collaborate with the Strategic Research Analyst (IDP) in the City Managers office who will be analysing and reporting on the implementation of decisions and resolutions. This collaboration will keep the office of the manager abreast with what is happening in the communities and municipality.
6.3 Website
The newly developed council's website will be utilised to disseminate relevant information and will be updated regularly. Community participation will be encouraged through web portals that will be accessible to all Council's stakeholders.
6.4 Quarterly Reports
Quarterly reports will be submitted to the relevant Standing Committees to keep them abreast with community needs and service delivery.
Contact:
Area Based Management
Msunduzi Municipality
A.S. Chetty Building
2nd Floor, Room 213
333 Church Street
3201
P.O.Box 1393
Pietermaritzburg
3200
Telephone: 033 392 2714
Fax: 033 345 3309
E-mail: paull@msunduzi.gov.za
