Status Quo
KPA 2: KPA 2: Municipal Transformation and Organisational development
1.1 Overview
The Constitution recognises a Municipality’s right to govern on its own initiative, the affairs of its Community, subject to the National and Provincial Legislation as provided for in the Constitution. It also emphasises the responsibility of Municipalities to utilise this Constitutional space prudently and in the interest of development locally. Municipalities must provide democratic and accountable government without favour or prejudice. They must furthermore use their Constitutional space by exercising their Legisltative and Executive
Authority, and use the resources of the Municipality in the best interest of the Municipality and communities therein.
Human capital refers to the stock of skills and knowledge embodied in the ability to perform labour so as to produce economic value optimising Human Capital within the context of EMLM this relates to the development of skills and improvement of knowledge of employees through education and gaining relevant experience.
2.2 Employment equity
The institution has improved its employment equity as required by legislation. There are two females in top management positions out of five filled positions.
2.3 Institutional policies
EMLM has approved a number of municipal policies geared at assisting the municipal organisation to administer its affairs in a manner that complies with legislation and implement the developmental mandate of the municipality. The municipality continues to review and amend its policies to reflect changing legislative framework and policy environment. EMLM has approved the following institutional policies:
Table 33: Approved Institutional Policies Approved EMLM Institutional Policies
Annual Leave Anti-‐ Corruption Community Participation Employment Equity Conflict Of Interest Debt/Credit Control Delegation Of Powers Grievance Policy And
Procedure Disciplinary Policy
And Procedure
Electronic
Communications:
E/Mail/Internet
Employee And Political Office Bearers Code Of Conduct (Rules &
Regulations
HIV/AIDS
Municipal Rates Placement Key Control Policy On Advertisement
Exit Interviews (Guidelines &
Regulations)
Family Responsibility Leave
Performance Management Policy and Guidelines
Policy On Appointment Of Fulltime Councillors
Harassment Health, Safety &
Reporting Policy &
Procedure
Policy On Acting Allowance For Officials Of The EMLM
Ward Committees &
Community Participation
Indigent Investment Rendering Of A Security
Service
Policy On Experiential Training
Maternity Leave Mayoral Vehicle Sick Leave Attendance Of
Conferences, Workshops, Meetings, Training, Etc-‐
Delegates Representing
The Greater Groblersdal Municipality
Official Housing Overtime Tariff
Public Holiday Recruitment Selection &
Appointment
Property Rates Supply Chain
Management
Smoking Training Travel & Subsistence Fixed Asset Management
The municipality has as organisational structure that was approved by council wherein more than 50% of the vacant posts were filled. The following policies and plans were developed and approved by council viz:
! Work Skills Plan (WSP)
! Performance Management Framework
! Travelling and subsistence allowance Policy
! IT policy
! Anti-‐ corruption Policy
Employees were enrolled to participate in various courses that will enhance and improve their skills in order to effectively execute their daily duties.
2.4 Institutional plan
The municipality has developed a plan that will guide institutional activities in all the departments. The table below illustrates amongst others issues that the municipality will focus on in ensuring organinisational development and sustainability.
Table 34: Institutional Plans
Employment equity plan The municipality developed employment equity policy that complies with the Labour Relations Act
Retention of staff Retention policy was developed and approved by council in order to ensure the retention of skilled personnel within the institution
Placement of staff The municipality developed a placement policy including a committee that comprises of labour movements and management including the political component.
Recruitment of staff Recruitment and selection policy is in place to guide the institution on issues of new employees’ recruitment. There is an approved organisational structure that indicates filled and vacant posts.
Management of assets Asset management policy is developed and approved by council Establishment of
committees The municipality established committees that will deal with both administrative and political issues. Amongst others the committees
established are Section 79 and 80 committees that will play an oversight role
2.5 Skills Profile
The municipality conducted a skills audit in the previous financial year. The main objective was to determine which skills the municipality still needs to improve on. Employees were enrolled in various courses depending on their specific developmental/competency needs.
Table 35: The number of personnel and trainings offered
Training courses Number of personnel
Municipal finance management 14
Occupational health and safety management 13
Fraud investigation 2
Professional development certificate practitiona 1
High certificate on ODETDP 1
Asset management 3
Investigation of cyber crime 1
Population Environment Development for IDP 2
CPMD 3
Municipal Performance Management 1
Operators 21
Customer care 30
Computer literacy 25
Traffic examiners 2
2.5.1 Skills required
The municipality has embarked on a process of training employees as required by their specific developmental/competency needs. The training that the municipality offered during the 2013/14 financial year are those of financial management, computer literacy and ABET (Adult Basic Education and Training).
The municipality encounters major financial challenges to meet the skills training required by both councillors and officials.
2.6 Labour Relations
It is upon the institution to ensure that it complies with labour standards set out in the Labour Relations Act 66 of 1995. The municipality has employed personnel from diverse cultures and religions. It remains essential for the institution to treat its employees equally as one family not withstanding its core functions and responsibilities.
There’s a great improvement with regard to IT functions in the municipality. An IT Unit is well established and functional. The unit also has intern officials who rotate within all offices of the municipality on a daily basis to ensure that the municipality at large does not experience technological breakdown. The unit has been involved in the process to reduce the manual system from 90% to 20%.
There are still a few challenges with regards to Information technology. The municipality intends to construct a server room that will serve as a backup should the existing server breaks down. However, the institution does not have sufficient financial resources to implement the Programme.
2.8 Customer satisfaction and complains management system
The municipality has employed an official to deal with issues that are raised in communities. A help desk has be established for communities to submit their complaints with regard to the level of service that the municipality provides. Complaints are directed to relevant departments through the office of the municipal manager and responses are given to the complainant.
2.9 Occupational Health and Safety
The occupational health and safety functions are located in the corporate services department. The unit is mainly dealing with the following:
Table 36: Issues dealt with by Occupational Health and Safety Unit
Function Description
Employee support Programme Employees of the municipality differ in character and behaviour.
Some of the employees have challenges at work whilst other have family problems. The OHS unit gives support to such employees by either providing counselling or sending the affected employees to the recognised victims support centers.
Employee wellness It remains the responsibility of the municipality to ensure that employees are medically well and fit. The OHS unit work in partnership with the department of health and labour in ensuring that safety and medical services are accessible to all employees.
Safety workshops The institution takes safety matters of employees as a fundamental priority. Employees are being taken through training workshops that relates to their respective types of work in order to promote safety measures.
Institutional safety EMLM is working closely with the department of labour in ensuring that the institution complies with safety legislations and regulations
2.10 Bylaws
Table 37: Approved Bylaws
Policy Approved Deferred Date of
Approval
Council Resolution Parking Area Draft Bylaw Approved 12-‐06-‐2007 C07/016
Draft Management, Maintenance and Control of Taxi Rank Facilities Bylaw
Approved 11-‐04-‐2007 C07/009
Credit Control Draft Bylaw Approved 12-‐06-‐2007 C07/015 Parking Area Draft Bylaw Approved 12-‐06-‐2007 C07/016
Street Vending Bylaw Approved 11-‐04-‐2007 C07/017
Standard Building Regulation and Miscellaneous Bylaw
Approved 11-‐04-‐2007 C07/011
Draft Building Regulation Bylaw Approved 14-‐10-‐2008 C08/013 Draft EMLM Rates and Taxes Approved 14-‐10-‐2008 C08/025 Draft EMLM Advertising and
Hoarding Bylaws
Approved 14-‐10-‐2008 C08/027
The IDP for the 2015-‐2016 financial year commits to develop various key municipal by-‐laws to create the necessary regulatory framework to improve governance.
At the local level the EMLM should focus on ensuring the effective enforcement of bylaws including traffic violations, whistle-‐blowing on corruption and fraud, and encourage the participation of council and residents in Community Policing Forums and other initiatives aimed at eliminating crime. In addition, a new strategy for overall bylaw enforcement would be developed. The bylaw enforcement coordination would ensure that municipal bylaws are implemented in a coordinated and coherent manner and appropriate resources are identified for such implementation.