Programmes

Closing the gap between what municipalities plan and what communities experience.

National Driver

COGTA’s Back-to-Basics programme, the District Development Model and Operation Vulindlela all require municipalities to demonstrate delivery, not just planning.

The Gap

Plans, budgets and the authority to act already exist. What breaks down is the last mile: coordination between departments, accountability for follow-through, and consistency once urgency fades.

The 100-Day Challenge Response

A cross-functional frontline team commits to one ambitious outcome in a defined area and delivers it in 100 days, using existing teams, existing budgets and no additional authority.

Impact Areas

Securing Municipal Revenue

  • Reduce the billing error rate in a defined meter zone.
  • Replace estimated accounts with verified actual readings.
  • Recover a defined amount of consumer debt from a target debtor segment.
  • Increase accounts on an active and honoured payment arrangement.
  • Register qualifying households on the indigent register.
  • Close the gap between billed consumers and connected meters.

Title Deeds and Housing Rights

  • Issue outstanding title deeds in a specific township or estate.
  • Clear the applications stuck longest in the administrative pipeline.
  • Increase the proportion of title deeds collected by beneficiaries within 30 days.
  • Reduce the time from application to registered ownership.
  • Locate and re-engage beneficiaries who have homes but no title deed.

Other Service Delivery Areas

  • Reduce the time from reported pothole to completed repair.
  • Achieve zero missed waste collections and clear persistent dumping hotspots.
  • Move unregistered ECD centres to registered and subsidy-receiving status.
  • Clear backlogs of trading licences, building plans, and trader permits.
  • Convert unspent SETA budgets into verified youth placements.
  • Bring emergency response times within SANS standards.
  • Reduce the wait from death notification to interment.

Apply now to organise a 100-Day Challenge in the Local Service Delivery sector.

Application
100 Days of Action. A Lifetime of Change.

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Thought starter reflection questions

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:
  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
  • How would you characterise the level of trust among participants in the meeting? To what extent did this shift as the meeting progressed? To what do you attribute this shift, if indeed it happened?

Thought starter...

Reflection Questions 

Jot down thoughts on these questions – to the extent they are relevant to your experience at the session:

  • When did the mood in the event shift from “why are we here?” to “this could be interesting – I am excited to be part of this.” What triggered this shift? 
  • When did you have to go “off script” on the agenda or to change the agenda? What triggered this? What did you adjust? How did it go?
  • What was most surprising to you at the event?
  • What new insights did you gain about the issue at hand, and about the way leaders in the system interacted with each other?
  • Where did the conversation get stuck? What got it unstuck?
These are 100-Day Challenge Mentors. 

They did some work before you received the Challenge Note. This included:

  • Writing the Challenge Note, and making sure that the leaders of all the organisations represented on the team are comfortable with it – and committed to supporting the work of the team
  • Helping the leaders of these organisation recruit you and your colleagues to the team
  • Gathering some baseline data and other information that will help you and your teammates set your 100-Day goal and develop your plan.
  • Making sure all the preparations are made for a successful Lift-Off workshop, when you and your teammates will meet and get your 100-Day Challenge started. This includes venue, facilitation support, food, swags, comms, travel arrangements and whatever else is needed.

 

Mentors will participate in all or part of the Lift-Off Workshop, mostly at the start to provide context and answer questions, and at the end to give you and your teammates feedback about the goal and plan you develop.

During the 100 days following the Lift-Off Workshop, here’s what the Mentors will do:  

  • They will check in every two weeks with the team leaders to see how the team is doing and what support they and the team need.
  • They will keep other organisational leaders informed and engaged during the 100 days, and pull them in to help as needed.
  • They will participate in the last part of the Refuelling Workshop, halfway through the 100 days, to see what additional support the team needs, and to begin to plan with the team for sustainability and scale-up.
  • They will work with the team at the Sustainability Workshop to finalise recommendations on sustaining the results and building on the work of the team.