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Legislation & Documents - Management Plan

1. BACKGROUND
   
   The Greater Sekhukhune District Municipality has since between the period September 2003 till to date been involved in a rigorous process of filling vacant posts in terms of its approved Organogram.
   
   The overall objective of this exercise is to ensure that the municipality is well positioned in terms of meeting its developmental objectives. It is therefore necessary that the municipality operates as a single cohesive force in this regard. The staff compliment of the municipality is boosted by individuals from various backgrounds. These should serve as positive factor for the organization as it brings a variety of skills and experiences.
   
   The very same strength can serve as a weakness these if individuals do not operate as a cohesive team. It is against this background that a strategic planning session will be held in February to lay a framework for staff to operate as a single entity informed by a common vision, mission, strategic objectives and organisational programmes.
    

   
    

2. OPENING AND WELCOME – EXECUTIVE MAYOR
   
   This is our first meeting of a full complement of our Municipality. We came here to map out processes that would give us direction both politically and administratively, in ensuring that delivery of services are provided to the community that we serve.
   
   The Municipality has three components, which are political, administrative and community components. These components work like a state machinery that needs to be oiled. It is the purpose of this meeting to come up with strategies that are operational and realistic, so that we can be able to measure our performance at the end of the day, and make this machinery to operate properly.
   
   You are all welcomed.
    

   
    

3. SWOT ANALYSIS
   
   

   Strengths	Weaknesses	Opportunities	Threats
   Tourism Political stability including cooperation from Traditional Leadership Goodwill of the community, Political leadership Contributions by the mining sector Agricultural products contribute to development and GDP +/- 65% of staff available Nodal point/cross boundary – funding	Organogram not fully complemented Fragmented office space: internal poor communication, poor office maintenance, poor security services Lack of mentorship, induction, on-job-training, policy awareness Lack of coordination: internally, externally External poor coordination Lack of monitoring and evaluation of projects Absence of policies: free basic electricity Absence of accommodation for officials Insufficient pool vehicles Weak mechanism to implement /execute powers / functions / legislative mandate Non existence of integrated municipal database Lack of departmental Operational plans Lack of operational plans No team ethic Dysfunctional management structures Lack of functional PMS Lack of clarity on shared functions Absence of job profiles Customer care (Batho Pele Strategy) Non recognition of achievements / pronouncement of achievements Employment Equity deficiency of revenue collection	Revenue base Newly established municipality Nodal point devolution of power Political stability Economic growth support from sectoral departments community support traditional leaders support Tourism sound legislative environment networking and information sharing IDP process Human Resource capacity Good Human relation Communication strategy Relationship with the local municipalities SMMEs Established for a Attract and retain skilled personnel Access to global markets	Taxi violence Crime HIV/AIDS Unemployment Poverty Brain drain Racism Drought Service backlog Infrastructure backlog Informal settlement Scattered settlement Informal leakage Personnel retention Natural and manmade disasters Waste pollution management Detore station Illiteracy rate Social ills Exploitation of labour Slow transformation of towns Low skills level Illegal trading Impact of low matric pass rate\ Tenure system Access to land for Lack of EAP Negative media Uncontrolled settlement patterns Inability of local municipalities to implement government programmes

   
   
   
   
   

4. THEMATIC FOCUS AREAS
   
   The following five core thematic areas where identified as a basis for development of key strategic areas;
   1. Sustainable development planning
   2. Sound financial management and building institutional capacity
   3. Development of physical and economic infrastructure / building the District economy
   4. Governance
   5. Community participation and Marketing / Community Social Development
       
5. REVISED VISION, MISSION AND VALUES
   
   Vision
   
   A custodian of integrated sustainable service delivery in partnership with local municipalities
   
   Mission
   
   We provide creative development solutions through: -
   • a coordinated framework for District development planning,
   • fostering active community involvement,
   • creating a learning organisation conducive for development of human capital,
   • enhancing sound intergovernmental relations through good governance
   • equitable distribution of resources

   
    

6. DEPARTMENTAL VISION AND MISSION
    
   1. Technical Department
      
      Provide affordable and accessible integrated and sustainable infrastructure services to communities through:
      • partnership with technical services from local municipalities
      • good inter-governmental relationships with sector departments
      • developing and implementing sound policies on free basic services and
        other related policies
         
   2. Corporate Services
      
      Provide efficient administrative support services to the entire organisation through:
      • human resources development and management, facilities management, integrated information management services and customer care
         
   3. Finance
      
      To render sound financial management services by maintaining an effective and efficient financial control and expansion of the revenue base.HEL
       
   4. Strategic Management and Office of the Executive Mayor
      
      Provide Strategic Management Services to departments through:
      • periodic organizational reviews which enable intervention mechanisms
      • monitoring, evaluation and reporting on organisational performance
      • conducting performance audit to ensure quality compliance

      To provide advocacy and image building to the Office of the Executive
      Mayor through:

      • creation of a sound interaction between both administration and political components
      • coordination of special programmes
      • coordination of IGR issues and programmes
      • creation of a positive image of the municipality
      • interaction of the Executive Mayor with the political environment
         
   5. Community Services
      
      To be the centre for the provision, implementation and coordination of sustainable community services
      
      To render comprehensive social development projects and programmes through:
      • integrated health and emergency services
      • continuously evaluate and monitor community programmes in partnership with communities
         
   6. Planning and Economic Development
       
      • stimulate economic growth and promote sustainable land use through
      • exploiting existing economic potential of the district
      • providing a frame work for land use management
      • developing sustainable and integrated spatial development for the district
      • facilitating land reform implementation

      
       

7. STRATEGIC PRIORITIES/OBJECTIVES
    
   1. Develop Institutional Capacity geared towards efficient delivery of services
   2. Develop an effective and efficient financial management system that ensures financial sustainability
   3. Facilitate access to land to ensure development
   4. Develop framework that ensure sustainable land use
   5. Maximise Economic Growth through developing local economic opportunities and facilitate community empowerment
   6. Develop Integrated Infrastructure that support social development and economic growth
   7. Develop effective communications framework to inform internal and external clients
   8. To foster community participation and ownership of municipal programmes
   9. Develop a framework of coordinating governance structure and facilitate sound intergovernmental relations

   
    

8. MANAGEMENT PLAN FRAMEWORK
   
   

   Strategic Priority / Objective	Key Activities	Responsibility Administrative	Responsibility Political	Time frame
   Develop Institutional Capacity geared towards efficient delivery of services	Formalise management structure	Municipal Manager	Executive Mayor	31 March 2004
   	Develop policy Unit	Municipal Manager	Executive Mayor	31 March 2004
   	Finalise all policies at draft stage	Corporate Services Manager	Chairperson Portfolio Committee Corporate Services	31 March 2004
   	Develop risk management policy	Corporate Services Manager	Chairperson Portfolio Committee Corporate Services	31 March 2004
   	Develop workplace skills development plan	Corporate Services Manager	Chairperson Portfolio Committee Corporate Services	31 June 2004
   Develop an effective and efficient financial management system that ensures financial sustainability	Strengthen revenue collection mechanism	Finance Manager	Chairperson Portfolio Committee Finance	30 June 2004
   	Align IDP with budget and PMS	Finance / Planning Managers	Chairperson Portfolio Committee Finance/Planning	Ongoing
   Facilitate access to land to ensure development	Develop density policy	Planning Manager	Chairperson Portfolio Committee Planning	30 Sept 2004
   	Development of by-laws	Planning Manager	Chairperson Portfolio Committee Planning	31 Oct 2004
   	Develop support for beneficiaries of land restitution programme	Planning Manager	Chairperson Portfolio Committee Planning	30 June 2004
   	Finalise land claims audit	Planning Manager	Chairperson Portfolio Committee Planning	30 June 2004
   	Package land use training	Planning Manager	Chairperson Portfolio Committee Planning	30 June 2004
   Develop framework that ensure sustainable land use	Development of waste management plan	Planning Manager	Chairperson Portfolio Committee Planning	30 June 2004
   	Development of environmental management plan	Planning Manager	Chairperson Portfolio Committee Planning	30 June 2004
   Maximise Economic Growth through developing local economic opportunities and facilitate community empowerment	Finalise the LED strategy	Planning Manager	Chairperson Portfolio Committee LED	30 April 2004
   	Develop SMMEs strategy	Planning Manager	Chairperson Portfolio Committee LED	31 August 2004
   	Develop an investment attracting strategy	Planning Manager	Chairperson Portfolio Committee LED	31 August 2004
   	Develop skills development strategy	Planning/Corporate Managers	Chairperson Portfolio Committee LED/Corporate	31 August 2004
   Develop Integrated Infrastructure that support social development and economic growth	Finalise infrastructure Development Plan	Manager Technical/planning	Chairperson Portfolio Committee Planning/Public Works	30 June 2004
   	Develop project management strategy	Manager Technical	Chairperson Portfolio Committee Planning/Public Works	30 June 2004
   	Develop integrated roads and transport plans	Manager Technical/planning	Chairperson Portfolio Committee Planning/Public Works	30 June 2004
   	Operationalise the WSDP	Manager Technical/Planning	Chairperson Portfolio Committee Planning/Public Works	31 March 2004
   	Finalisation of section 78 (System Act) process	Manager Technical/Planning	Chairperson Portfolio Committee Planning/Public Works	31 December 2004
   Develop effective communications framework to inform internal and external clients	Finalise District Communication strategy	Manager: Mayor’s Office	Executive Mayor	30 April 2004
   	Development of Newsletter	Manager: Mayor’s Office	Executive Mayor	30 June 2004
   	Development of outreach programme	Manager: Mayor’s Office	Executive Mayor	31 March 2004
   To foster community participation and ownership of municipal programmes	Finalise public participation policy	Manager: Mayor’s Office	Executive Mayor	30 April 2004
   	Consolidate programme to improve Ward Committee efficiency	Manager: Mayor’s Office	Executive Mayor	31 March 2004
   Develop a framework of coordinating governance structures and facilitate sound inter-governmental relations	Operationalise the blue print on coordination and Planning	All Managers	Executive Mayor	31 March 2004

   
   
   

9. CLOSURE – EXECUTIVE MAYOR
   
   It has been two days of hard work and serious thinking, and I appreciate the good team spirit that you have shown throughout. You have demonstrated the potential in providing good governance and the required political and administrative leadership. I have never been so convinced that the provision of services to our communities is in good hands. This is a dedicated team that will determine our capacity to deliver services to the people.
   
   It has been a real workshop that will be narrowed down to serious work, and I must mention that this meeting has generated a lot of interest in the region. I have been inundated with enquiries from our local municipalities about the purpose of this meeting.
   
   It must also be indicate that council will ensure that the environment is conducive for administration to facilitate the delivery of service. We must also work on minimising our weaknesses, and I hope the document that we have generated in our two days here will assist in addressing them. It will be as our source document.
   
   Finally, I would like to thank you for coming here and ensuring that we emerge out of here having achieved what we have set out to do.
   
   Thank You

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