MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT 2015-08-18آ  Page 271 MUNICIPAL TRANSFORMATION

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    MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT ANALYSIS

    MUNICIPAL TRANSFORMATION

    Local government is the sphere of government closest to the people. Many basic services are delivered by local municipalities and local ward councilors are the politicians closest to communities. The White Paper states that local government must play a "developmental role". The Constitution states that government must take reasonable steps, within available resources, to ensure that all South Africans have access to adequate housing, health care, education, food, water and social security.

    Developmental local government means a local government committed to "work with citizens and groups within the community to find sustainable ways to meet their social, economic and material needs and improve the quality of their lives". It should target especially those members and groups within communities that are most often marginalised or excluded, such as women, disabled people and very poor people. (White Paper, 1998).

    ORGANISATIONAL DEVELOPMENT

    Institutional Arrangement

    In terms of the newly enacted organograme the ELM municipality consist of the following Departments and Portfolio Committees which ensure the delivery of services and oversight of municipal affairs:

    � The Office of the Municipal Manager which consists of Performance Section, Office , internal audit, youth office and public relations.

    � Department of Finance, Department Human Settlement and Development and Planning, Department Community Services, Department Corporate Services, Department Engineering Services, Department of Electrical Engineering.

    In terms of reporting structures within the ELM, all heads of Departments report to the Municipal Manager who is the accounting officer, who then reports to the 7 Portfolio Committees which are headed by the Executive Committee members of Council. These committees alternatively report to the Executive Committee which reports to Council. In addition to that, they are three committees/structures who report directly to Council: the Audit Committee, Performance Audit and Municipal Account Committee.

    With respect to political leadership and oversights of the municipality they are 53 ward councillors leading the municipality. This leadership consist of the Mayor who is at the top level of political leadership; he is followed by the Deputy Mayor, then the Speaker and the 7 Executive Councillors who head up Portfolio Committees.

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    The diagram below seeks to show the institutional arrangement of ELM.

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    INSTITUTIONAL STRUCTURE OF EMNAMBITHI/LADYSMITH LOCAL MUNICIPALITY

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    9.2. Emnambithi/Ladysmith Local Municipality Powers and Function In terms of the Municipal Structures Act No 117of 1998, Emnambithi/Ladysmith is a

    category B Local Municipality which has the following powers and functions through which

    the performance of the municipality can be assessed in terms of the impact it has to its

    constituencies and service delivery;

    � Billboards & Display of Advertisements in Public Places � Building, Trading Regulations, Liquor & Public, Nuisance Control � Cemeteries & Funeral Parlours � Cleansing & Trade Areas � Electricity Reticulation � Fire Fighting Services Licensing, Facilities for Accommodation, Care & Burial

    of Animals � Local Tourism � Local Amenities � Local Sport Facilities � Markets Stalls / Trade Areas � Municipal Town Planning & Planning in General � Municipal Parks and Recreation � Municipal Roads � Storm Water Management � Pounds � Public, Nuisance Control Fire Fighting Services � Public Places Booking and Reservation, i.e.; Halls and Parks � Refuse Removal, Refuse Dumps & Solid Waste � Street Trading and Informal Sector � Traffic and Parking � Storm Water Management

    Status of Critical Posts

    INSTITUTIONAL CAPACITATING: HUMAN RESOURCE DEVELOPMENT

    Despite the aforementioned problems and issues faced by ELM, Council has developed a skills Development Plan as per SETA requirements and fully complies with such plan. So much so that Skills Development Facilitator was appointed and is currently executing all the responsibilities entrusted to such employee. Over and above that, Council has set-up a training committee which seats on a monthly basis to discuss matters pertaining to staff training. In line with this plan Council has compiled a Workplace Skills Plan which is being continuously implemented as well. The same plan is also submitted to SETA for information. It is within the ambit of SDP that Senior Managers from various departments identify lacking skills within the area of performance and submit the same to Corporate Services for all staff who require training on particular training fields. One of the issues under consideration is the scarce skill allowance that needs to be paid towards all skills identified as scarce.

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    This technical skill is very necessary to ensure that the quality service that distinguishes the image of the municipality is preserved.

    Council is currently sending Senior Managers including Councillors of this municipality for training on courses such as CPMD which is the national requirement for all senior manager to comply with by 2014. There are a lot of other courses that are also explored by officials of this municipality. Municipal Bursary Policy encourages whilst at the same time regulates employees desiring to advance in their studies. Within skills development, Council initiated appointment of unemployed graduates from different fields to serve in the employ of ELM, so that they can be acquainted with practical experience in their field of training. All the resources which will help execute tasks are allocated to these graduates. Furthermore, under the Internship Programme, in-service training students in different field are appointed. In this municipality skill is also built within job-creation programme which employs people for a maximum period of six months, unless if extended or people reabsorbed back into the municipal system.

    The (2010) Job Evaluation was implemented during the course of 2011. As a result of this it became apparent that to a certain degree the workforce some how is dissatisfied since the outcome process was not what was anticipated. This leaves staff with difficulty to compare the same salaries with other municipalities.

    � Skills Training - 19 � Computer Skills Basic - 29 � Advanced Computer Training - 72 � Receptionist Etiquette Course - 20 � Sign Language - 58 � Basic Isizulu Course - 14 � Council also trained Protection Officers - 7

    Currently the Mayor has come up with Mass Youth Skilling that will address the following

    ◦ Unemployed Graduates: 10 Learners ◦ IT Learning - 60 Learners ◦ Matric to be exposed to work environment - 8 Learners

    Challenges of Emnambithi/Ladysmith Local Municipali ty

    Notwisthstanding the constitutional mandated of our municipality and the organizational structure, there are a number of key issues ELM faces in terms of its institutional management and development. These include but not limited to the following:

    • Huge service delivery backlog challenges, e.g. housing, water and

    Sanitation, especially in rural areas is persistent challenge and this in turn results in social unrest and political pressure.

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    • Poor communication and accountability relationships with communities, many communities believe that the IDP is a wish-list with minimal result.

    • Problems with the political administrative interface; in some instances councillors and officials are at log-head with each other against administrative decisions and proceedings. This issue is mainly caused by the political pressure of councillors to deliver to their constituencies at whatever cost in order to secure the next re-election into council-ship.

    • Corruption and fraud

    • Number of (violent) service delivery protests;

    • Weak civil society formations;

    • Intra - and inter-political party issues negatively affecting governance and

    • delivery; and

    • Insufficient municipal capacity due to lack of scarce skills.

    • High levels of staff turn-over which creates instability within the institution

    • Poor spending patterns on grants and funds

    • Limited resources

    GOOD GOVERNANCE AND PUBLIC PARTICIPATION

    4.1. Introduction

    Good Governance and Institutional transformation are key elements for improving service delivery within local government. This section serves to provide key principles that form part of Good Governance in our Municipality. These principles are regarded as necessary to enable local Government to move in a direction that is participatory and will further improve the levels of economic growth, social standards of communities and thus ensure access to information and services to all.

    The White Paper on Local Government indicates that transformation requires an understanding of the historical role of local government in creating and perpetuating local separation and inequity, and the impact of apartheid on municipal institutions. Equally important is the history of resistance to apartheid at the local level, and struggles against apartheid local government.

    The Municipality is m