MUNICIPAL TRANSFORMATION AND ORGANISATIONAL
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).
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
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
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.
The diagram below seeks to show the institutional arrangement of ELM.
INSTITUTIONAL STRUCTURE OF EMNAMBITHI/LADYSMITH LOCAL MUNICIPALITY
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
� 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
� 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.
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
◦ 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
• 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.
• 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
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