CHAPTER 4: SITUATIONAL ANALYSIS 4.1 OVERVIEW OF THE MUNICIPALITY
9. GOOD GOVERNANCE AND PUBLIC PARTICIPALTION
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Coherent Planning and development
Coordination and alignment of the strategic and performance plans
& priorities; objectives and strategies of the municipality
Coordinating any matter of strategic importance which affects the interests of municipality’s stakeholders
The municipality further appointed Senior Intergovernmental and Communications Officer to coordinate implementation of the Marketing Communications Strategy, currently under review.
2012/2015 Marketing Communication Strategy is currently reviewed and to be adopted by Council in May 2012.
The sub-sector forums are planned to sit on quarterly basis. It is thus important the planned meetings for sub-sector forums sat in 2011/2012 financial year.
10. Institutional Development & Organisational Transformation
a) Administration
On Institutional Development and Organizational Transformation, the municipality has adopted an Organizational Structure that is commensurate to its resources to implement service delivery targets as outlined in the Integrated Development Plan. The organogram is reviewed simultaneously with IDP to ensure that Human Resources capacity responds to the need for work. Statistics on recruitment are as follows:
Year Total Posts Filled Posts Vacant Posts
2006/2007 104 73 31
2007/2008 93 67 26
2008/2009 130 81 49
2009/2010 261 129 132
2010/2011 261 130 131
b) Staff Profile in the Financial Year 2011/2012
Number of positions in the organogram 2011/2012 = 239
Number of filled positions 2011/2012 = 146
Number of Vacant positions 2011/2012 = 93
Number of budgeted positions 2011/2012 = 19 (Prioritized positions filled for the financial year)
5 Top Management positions are all filled, 1position for Director Engineering &
Infrastructure will be filled in 2012,
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Core & Support Function Positions recruited for the financial year 2011/2012
Core Function Support Function
Male Female Male Female
2 5 12
c) Employment Equity Plan
The Municipality has developed an employment equity plan for a period of 5 years, namely 2011-2015. The municipality has set five year objectives that are congruent with the duration of the plan. Specific objectives have been formulated based on the results gathered through employment equity survey results. The municipality submits annual reports based on the numerical goals set and achieved in the plan, 2010 & 2011 reports have been submitted to Department of Labour. The Employment Equity Manager has been appointed.
Employment Equity Committee has been established and trained.
d) Equity Profile for financial year 2011/2012 Category and
Occupational Levels
Female Male
Afr Col Ind Whit
e Disabled Total Afr Col Ind White Dis abl ed
Total Grand Total
Top
Management (Directors)
2 2 3 3 5
Senior
Management(
Senior Officers)
7 7 3 3 10
Middle Management(
Officers)
17 17 11 11 28
Junior
Management(
Clerks &
PA’s,Foreman)
23 23 21 21 44
Operational Staff (General
staff) 20 20 39 39 59
TOTAL 69 69 77 77 146
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e) Workforce Movement 2011/2012
NATURE Female Male
Afr Col Ind White Disabl ed
Total Afr Col Ind White Disable d
Total Grand Total
Recruitment 12 05 17
Promotions 01 01
Dismissals Nil Nil Nil
Death 01 01 02
Resignation 01 03 04
Other (transfers, placements)
14 15 29
f) Workplace Skills Plan 2011/2012
Workplace Skills Plan for the financial year 2011/2012 has been developed to contribute to the achievement of organization goals contained in the IDP which refers to the interventions needed to ensure the sustainable service delivery.
The annual training implementation plan has been developed which outlines the Institutional, Departmental and individual prioritized training interventions for the financial year 2011/2012.
Workplace Skills Plan has been submitted to the training committee and was endorsed. WSP was submitted to LGSETA and approved.
g) Annual Training Report Occupational
Category
No. of people
Training intervention attended
Certificate Received
Amount spent
Senior Management 01 CPMD In progress R49,500
03 PDM(Postgraduate
diploma)
In progress 2009/2012 budget R99,000 Top Management
Senior Management Middle
Management
04 02 05
BID Committee training Competence Certificate
R
Middle
Management 02
07 Customer Care training Competence
Certificate R54,000
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Junior Management Middle
Management
02 B Com HR In progress R11,700
Hon. HR In progress R15,000
Middle
Management Junior Management
01 04
Administration and Minutes taking
Competence R54,000
Legislators 04 Computer literacy Competence
certificate
Funded by ANDM
h) Performance Management System
Ntabankulu Local Municipality has reviewed its Performance Management Framework and Policy Document in 2008/2009 financial year and Institutional Score card adopted by Council in June 2010, to integrate municipality’s strategic objectives into the performance management process.
The institutional score card has been developed for the duration ,namely 2012-2017 which includes Integrated Development Plan priorities, service delivery and budget implementation plan (SDBIP) and individual performance commitments.
Directorates develop their monthly plans and report monthly through management meetings. Quarterly performance reports and reviews have been done through Council Standing Committees. Mid- year performance reporting and reviews have been done through Council Standing Committees and annual reporting and review have been done through the MPAC and adopted by the Council.
The PMS framework is mainly focusing to Section 56 Managers. The Municipality intends to cascade the framework to staff below Section 56 from the financial year 2012/2013.
(ii) Audit Committee, Internal Audit Committee and Risk Management
Internal Audit Unit outsourced, where a Service Level Agreement has been signed between NLM and Ilitha Lelizwe to conduct periodic audits towards a legally complying municipality.
Internal Audit Charter reviewed and Approved by Audit Committee.
Focus areas of the Internal Audit for 2011/2012 financial year were as follows:
Human Resources & Personnel costs,
Supply Chain Management, Inventory Management, Review Annual Financial Statements
Performance Management System
Operation Clean Audit Committee and Risk Management Committee established within the municipality, with its focus to mitigate strategic and operational risks. Risk management workshop conducted in February 2012. Operation Clean Audit Committee is responsible for the implementation of Audit Action Plan developed by the municipality focusing in the following areas:
Human Resources and Personnel Costs
Fixed Asset Register
Irregular Expenditure
Audit Committee Charter reviewed and approved in 2010/2011 financial year. In 2011/2013 financial year two audit committee meetings convened as outlined in the audit committee charter. The next two outstanding will be held on 13th April 2012 and 02nd June 2012.
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i) Performance Highlights
Annual institutional scorecards based on the IDP have been developed from which individual score cards for managers had been drawn and signed for implementation and monitoring of the SDBIP,
Development of Employment Equity Plan 2011-2015,
Website establishment,
Workplace Skills Plan & WSP Implementation Plan,
60% of employees attended formal trainings e.g. CPMD, Certificate in Public Management, Post Graduate Diploma Public Management, Certificate in Project Management, Office Administration for all clerks and PA’s, Minutes taking, Customer Care,
100% of Councilors attended formal training e.g. Local Government law, Computer literacy, Office Administration and Business English.
j) Challenges on Institutional Development & Organizational Transformation
The Municipality is struggling to retain its staff due to the absence of retention strategy,
The Municipality has adopted succession planning policy in 2008 and reviewed in 2011 to be adopted by May 2012, succession planning strategy to be developed in 2012/2013 financial year.
Limited budget for capacity building for employed and non employed,
Implementation of Performance Management System for employees below Section 57.