Victor Khanye Local Municipality STRATEGIC PLANNING

Victor Khanye Local Municipality: 2012 Strategy Planning Session Workshop Report

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Victor Khanye Local Municipality

STRATEGIC PLANNING WORKSHOP

FINAL REPORT

21-23 May 2012

Kieivits Kroon Country Estate Lodge and Spa


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Table of Contents

1. CONTEXT OF THE WORKSHOP ................................................................................... 3 2. APPROACH AND METHODOLOGY ............................................................................... 5 3. STRATEGIC POINTS OF DEPARTURE ......................................................................... 7

3.1 Executive Mayor’s Input ........................................................................................... 7 3.2 Context and Workshop Programme ......................................................................... 8

4. DESKTOP ANALYSIS OF CURRENT STATE ................................................................ 9

4.1 Emotional Assessment Levels ................................................................................ 10 4.2 Historical Timeline .................................................................................................. 11 4.3 Leadership Assessment ......................................................................................... 15 4.3 Stakeholder Assessment ........................................................................................ 16 4.4 Assessment of the Overall Organisational Performance ........................................ 18

5. DEVELOPMENT OF THE STRATEGIC BLUEPRINT ................................................... 19

5.1 Definition and Alignment of the Municipalities Vision, Mission and Values ............ 20 5.2 Key Strategic Thrusts ............................................................................................. 21 5.3 Development of Strategies in Commissions ........................................................... 22 5.4 Common Ground on Strategic Priorities ................................................................. 25

6. MAKING THE TRANSITION ......................................................................................... 27 7. RESOLUTIONS ............................................................................................................ 30 8. DELEGATE EVALUATION OF THE WORKSHOP ........................................................ 31 9. CLOSING REMARKS ................................................................................................... 34 10. SERVICE PROVIDERS INSIGHTS AND RECOMMENDATIONS ............................. 35 11. ANNEXURE A: STRATEGIES DEVELOPED BY COMMISSIONS ............................ 37


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1. CONTEXT OF THE WORKSHOP Since 1994, South Africa has achieved far-reaching political, economic and social changes,

and has shown an increasing commitment to sustainable development. Some Key

international and national milestones and drivers have been:

• The 2000 United Nations Millennium Summit at which the Millennium Development

Goals were adopted;

• The World Summit on Sustainable Development, Johannesburg (2002), which

reaffirmed the commitment to sustainable development, placed poverty eradication at

the centre of efforts to achieve sustainable development, and reinforced the notion of

development that aims for equity within and between generations;

• South Africa’s RDP with its focus on inter alia building the economy, democratising

the state and meeting basic social needs;

• The development of planning tools such as the National Spatial Development

Perspective and Medium-Term Strategic Framework (MTSF), Provincial Growth and

Developmental Strategies, Integrated Development Plans and the Accelerated and

Shared Growth Initiative of South Africa (AsgiSA);

• The development more recently of Government’s Twelve Strategic outcomes and the

new growth path which is focused on the creation of five million jobs.

Within this overarching framework, there is acknowledgement that local government has a

crucial role to play in the growth path of the country. The review of the state of local

government and the subsequent local government turnaround strategy has recognised the

numerous challenges facing local government as a sphere.

The strategic significance of this sphere of government has been highlighted by restructuring

of local government, with reference to the role of high capacity municipalities who has the

potential to become metropolitan municipalities in the future.

Victor Khanye Local Municipality (VKLM) has therefore begun to chart its post election

strategy for the next term and beyond. This strategy is pegged against a medium to long-term

growth path which is expressed as the Five (5) Year Integrated Development Plan (IDP)

2012-2017 and Vision 2030 to transform VKLM into a bustling and growing City that provides

a high quality of life for all its people and secure investment opportunities. The key success

criterion to this strategic re-positioning is an organisational form that will enable the VKLM to


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deliver on its strategy and mandate. In addition the strategic planning process came at an

opportune time as there have been significant changes in the political and administrative

leadership of the municipality. Only three Councillors of the current Council were in the

previous term of office (2006-2011). In terms of the administrative leadership, the Municipal

Manager as well as the Director: Technical Services have only been recently appointed after

the posts had been vacant for a long time (two years). These vacancies have had some

negative impact in the administration of the programmes of the Municipality.

It is against this background that the leadership of VKLM has embarked upon a process to

review their current strategic framework to curve a new way forward for the Municipality. The

development of a Vision 2030 Blueprint represented the first step in broadening the long term

planning horizon to beyond the current term of office.

The purpose of the strategic session was to reposition the Victor Khanye Local Municipality in

order to maximise the efficiency, effectiveness and impact of the Municipal Council both

within the municipality as well as the Mpumalanga Province.

The objectives of the strategic planning session were thus as follows:

• To develop a perspective of the imperatives driving the need for repositioning;

• To conduct an assessment of the current state and performance of the municipality;

• To develop a set of principles and operating framework that reflects the repositioning of the local municipality;

• To develop strategies to attain the proposed outcomes and indicators in the IDP and SDBIP; and

• To align the strategies to the perspective based on the balanced scorecard that will be used to monitor and evaluate the performance of the municipality on achieving the desired outcomes and indicators.

The workshop was attended by members of the political leadership (Her Worship the

Executive Mayor, the Honourable Speaker, the Honourable Chief Whip, all Councillors), the

Municipal Manager, Representative from the Nkangala District Municipality, Representative

from Provincial Treasury Risk Management Unit, Directors and Managers of the municipality.


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2. APPROACH AND METHODOLOGY

The approach adopted to achieve the objectives of the workshop was underpinned by a

Strategic Paradigm which focussed on the movement between the Current and Desired

states of VKLM. To accomplish this, the workshop was designed in four modules and

delivered over three days as listed below:

Module 1: Where we

come from?

Module 2: Where are we?

Module 3: Where are we

going to?

Module 4: How do we get

there?

The Team were engaged on the Vision Activ Model as a basis of design for the methodology

of the workshop. The model advocates that the results we achieve are influenced by our

actions which are influenced by the choices/ decisions we make, which ultimately are

influenced by our beliefs, assumptions and relationships. Hence to create any form of

resulting change there is a need to engage emotionally, align intellectually and provide an

opportunity to reinforce behaviour.


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The methodology included the use of various management models as part of a process to

establish a paradigm in defining the strategic framework. These are described in the table

below:

Plan –Do-Reflect-Learn Model The team were reminded on the implications and consequences on the level of results that is generally achieved if no effective reflection, learning and acting took place.

KKK Model The team were introduced to the implications of working from :

• I know what I know • I know what I don’t know • I don’t know what I don’t know

Common Ground Principle The need for operating from common ground principles to achieve the desired results was a key success criteria for the program

Dialogue Framework A framework was provided to ensure that dialogue was driven from a data rather than a feeling perspective. Source Insights

Planning Perspectives The perspectives applied to operational and strategy planning represents a key success criterion to ensure that the relevant focus is maintained during the session.


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3. STRATEGIC POINTS OF DEPARTURE As mentioned, the workshop was held as part of the IDP Review Process 2012/13. This

section outlines both the political and administrative strategic points of departure towards

achieving the Five (5) Year IDP 2012 – 2017 and beyond.

3.1 Executive Mayor’s Input The Honourable Mayor, E Makhabane, opened the workshop and addressed the participants.

Outlined below are some of the key points and highlights of the speech:

• Local Government, promises related to service delivery were made to the community

as per the Election Manifesto of the ruling party to make their lives better;

• That the strategic framework to be developed as part of the process was not to be a

repeat of previous work, but deliberately set up a new path for the Municipality to

follow;

• That the strategic framework would incorporate the inputs from the just concluded

Community Izimbizo's and that these inputs would incorporated into the roadmap

• That the strategic planning session being the first Lekgotla retreat for the Council in

office is meant to prepare the Council to enter its second financial year in a more

focused manner.

• That the Lekgotla is an opportunity to reflect, look inwards and outwards, look back

and forward, and in undertaking a group reflection and the Lekgotla arrive at a

consensus group owned way forward, not only for 2012/2013 financial year but even

beyond that period.

• that this will not be another talk show or an outing but when it is concluded, we should

be able to come up with a clear programme of action document that will be

implementable.

• That the challenge remains that a large percentage of the people, particularly the poor

communities in our rural areas still struggle to access and afford basic services. While

we celebrate the other successes of our municipality such as Clean Audit and

recently the Blue Drop- Most Improved Water Quality Award, our challenge for the

coming years is building on these success and to fully take on all the responsibilities

of leadership and stewardship of developmental local government.

• The following service delivery related challenges continue to be a pain for us as

leadership:


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o Water and Sanitation , particularly the infrastructure refurbishment and

maintenance

o Development in line with the Spatial Development Framework

o Land use management, and provision of land for middle income earners

o LED strategy development

o Empowerment of youth and women population

o Provision of family parks for relaxation and entertainment to foster sound

family relationships

o Capitalisation of our private and public partnerships for maximising the

resources to foster impact development

o Of course, sound, critical thinking and resourceful administration supporting

the political leadership to sustain the successes and putting the municipality

on the map in Mpumalanga, nationally and globally.

• The strategic plan should guide the municipality in providing coherent and

harmonised response to ensure that every cent invested by council is working

towards achieving the priorities set out in the Strategic Framework 2012 – 2017.

3.2 Context and Workshop Programme The Municipal Manager, Mrs RM Maredi, presented the context of the Strategic Planning

Session to the delegates. Outlined below are the key components of her message:

As background and context she referenced:

• The recently held local government elections;

o Poverty and Unemployment are a challenge

o Revenue Collection remains a challenge

o Incompetence, staff ill-discipline, and commitment is apparent

o There are opportunities in i.e. tourism, mining, agriculture

o More issues to be presented by other presenters

o Communication and information security remains a problem

Outlined below are some of the key points and highlights of the presentation:


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• The outcomes that needs to be achieved by the end of the workshop;

• Need for collective thinking to ensure that delegates reach consensus;

• Without a sound Strategic Framework many of weaknesses will persist and all the

good work will have been lost. It is therefore critical that the Municipality clearly sets

out its medium and long term goals and build the relevant institutional mechanism to

realise these goals.

• Without an appropriate structure that supports the strategy of the organisation, the

Municipality has little chance of achieving its medium and long term objectives

• Motivated Staff are critical to achieving acceptable performance. A function

performance management system that rewards good behaviour is central to

improving staff morale and attitude

• ICT facilitates both internal and external communication. Without a reliable ICT

system some of the current challenges will persist

• The Municipal Manager thus emphasised that the workshop should at a minimum aim

to achieve the following:

o Share knowledge on developing future scenarios

o Promote the development of long term strategies

o Envisioning and planning methodologies, and

o Building consensus in all key decisions that will have to be agreed upon.

4. DESKTOP ANALYSIS OF CURRENT STATE Alignment around the current state of the organisation represents an important process input

into definition of the organisation’s future state. Hence, a series of diagnostic analysis

comprising of the following have been completed to create alignment within the team around

the current state of the organisation and will guide the thinking in terms of repositioning of the

municipality:

4.1 Emotional Assessment Level

4.2 Historical Timeline

4.3 Leadership Assessment

4.4 Stakeholder Assessment

4.5 Overall Organisational Assessment

The sections below describe the outputs and analysis of the exercises.


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4.1 Emotional Assessment Levels The basis of design provides for Emotional Engagement of delegates into the Strategy

Session. This was achieved through an assessment of the delegates’ feelings about the

Municipality by assessing the team’s level of Comfort, Happiness, Hope, Optimism,

Disappointment, Fear and Anger with the organisation. The exercise provided an opportunity

to courageously embrace the spirit of the workshop to be open and honest. (Rating Scale:

1=Low 5=High). The following figure depicts the outcome of the exercise which was done in

plenary.

Some of the key high level insights from the exercise are that:

• Workshop participants reported very low levels of comfort and happiness

• The levels anger and frustration were also rated highly;

• This was however cancelled out by generally high levels of hope and optimism and

low of fear;

• The assessment was somewhat borne out by some facts on the ground such as the

filling of key vacancies within the municipality;

• In summary the political and administrative leadership of the municipality feel, at least

at an intuitive level, that the Municipality is on the right trajectory.

• It is critical therefore that this level of hope and optimism be harnessed by maintaining

these positives feelings. Given the historical anger and frustration it may not take too

much effort for the Municipality to slide back into despair.


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• As an aside, the workshop participants expressed surprise that there was

convergence of views between the political and administration leadership of the

Municipality

4.2 Historical Timeline

The current situation in the municipality was impacted by the development of events over a

period of time. An exercise called a “Historical Timeline” was used to create understanding

and definition of the historical context and evolution of the municipality. This was done by all

members’ participation in a dialogue session which was structured to establish the

municipalities:

a) Achievements

b) Key issues facing the municipality

c) Financial Performance

d) Status of Auditor General’s Report

e) Assessment of People profiles

The exercise provided an opportunity for people to understand how the historical perspective

impacts on some of the current experiences.

The following diagram depicts the outcome of the exercise which was done in plenary.


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The exercise was well received and had achieved the following outcomes:

• Highlighted the vast achievements made by the municipality;

• Strategically reviewed some of the key organisational issues which would impact on

the organisation going forward;

• Recognised the incremental growth made in areas over the period of time;

• Reinforced the need to further investigate some of the data points underpinning the

people issues and processes; and

• Appreciated the overall skills potential of the municipality.


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In summary the historical timeline showed that the poor municipal performance coincided

with the resignation of the Municipal Manager in 2009 who was succeeded by a number of

Acting Municipal Managers till the appointment of the current Municipal Manager in April

2012. The workshop participants also observed that municipal performance deteriorated

progressively with the worst problems observed in 2012. The lesson therefore is that

vacancies in key posts (Section 57 Manger positions) should be filled as soon as possible if

the risk of deterioration in service delivery and administration is to be avoided.

4.3 Leadership Assessment

Leadership represents a key success criterion to the delivery of the municipality’s goals and

objectives. Hence an assessment was done to review the Collective Leadership’s ability to:

a) Think and Act Strategically

b) Develop Capacity and Skills of the Team

c) Manage Performance

d) Operate within a Sound Control and Assurance Framework

e) Give and Receive Honest Feedback

f) Provide Direction and Support

(Rating Scale: 1=Poor 5=Excellent)

The following figure depicts the outcome of the exercise which was done in plenary.


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The team self-assessed themselves as fulfilling the Leadership requirements across the different areas as indicated below. It is clear from the Figure above and the discussion that ensued that the results were of this particular assessment were not satisfactory. Of particular concern was the management of perfromamnce which scored low and was cofirmed as beong weak area in the Municipality. The participant idenfied the lack of a perfromance management framework as well as the lack of a focused and IDP with clear performance measures as one of the major contributing factors.

4.3 Stakeholder Assessment

The completion of a Stakeholder Self Assessment exercise provided an opportunity for the

team to reflect on how their stakeholders perceived their delivery. This assessment

highlighted an opportunity for improvement with regards to the municipality focusing on

complying with legislative requirements at the expense of provision of services to the

community.



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The delegates were also cautioned on the apparently high self reported assessment on

Treasury, CoGTA and Nkangala District Municipality. There is a very real possibility that

these stakeholders could probably rate Municipality lower than they did themselves.

4.4. SWOT Analysis The municipal original SWOT analysis was reviewed and a revised version tabled for

engagement and endorsement. The following represented the final version and the team

aligned on the SWOT which was used as an input into Commissions:

Strength • EPWP Performing well - Job Creation

• Achieved Blue drop status (Water quality)

• Leadership commitment

• Have a new MM and Technical Director

• Skilled Management Staff

• Good historical background

• Successive Clean audit outcomes (2 yrs).

• Strategic geographic location (N12/N4 route

corridor).

• Functional PPP initiatives

• Culturally diverse communities

Weaknesses • Shortage of solid waste removal containers

(dustbins, bulk waste containers)

• Compromised fleet/asset management

• Lack of ICT Strategy and Systems

compromises Municipal Data Security

• Nil internal and external communications

• IDP not credible and not implementable

• Lack of skills in low level employees

• Inadequate economic development resources

• Dispersed and fragmented urban structure

• Compromised integrity of the Indigent


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• Functional Intergovernmental Forum

• Municipal learnerships and other forms of

financial assistance

Register.

• Poor rural focus (municipal services delivery)

• Low municipal staff morale

• Poor municipal by-laws enforcement Opportunities • Development of Bloemendal water

connection resulting in local job creation

• Pending Communication official appointment

(community participation)

• Forthcoming Development of International

Cargo Airport (attraction of investors and new

job opportunities)

• Anchor development projects

• Access to developmental finance for

agriculture, tourism and other business

• Existing basic municipal infrastructure

• Availability of public/private sector

learnerships and bursaries

• Close proximity to markets & exports (GP)

• Rehabilitations of coal dumps and mine land

resulting in job creation

Threats • Poor health conditions of workers

• Influx of foreigners

• Developments in the wetlands

• Illegal sand mining

• Pollution of the streams

• Possible service delivery protests

• Uncleared Dolomite sites (severe injuries)

• Tensions between the Municipality and the

Farming organisation

• Loss of institutional memory

• IDP and Risk Management plans developed

for compliance purposes

• No support structures for Business Chambers

on the municipal LED Strategy

• No Debt collection /credit control strategy and

approach

• High unemployment rate (poverty).

• Poor communication of available economic

development opportunities.

• Remoteness of municipal service points and

amenities for rural communities.

• Land invasion (informal settlements)

• Shortage of land for future developments

• Poor management of Mining

Exploration/Development and rehabilitation

• Limited local fresh produce resulting in

insufficient contribution to food security

• High water demands far exceeding supply

4.4 Assessment of the Overall Organisational Performance

Following a series of diagnostic analysis around the Current State of the municipality the final

exercise focused on an assessment of the overall Organisational Performance and

comprised a review of the following components:


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a) Financial Delivery

b) Stakeholder and Partnership Management

c) Service Delivery

d) Reputation

e) Administrative Leadership

f) Skills and Capacity

g) Good Governance

h) Political Leadership

i) Customer Relationship Management

j). Delivery on Mandate


The teams overall ratings ranged from 1.5 to 4. Of concern were the key areas of service

delivery, skills and capacity and customer relationship management. Consistent with previous

findings, the self rated score financial delivery was high again confirming the focus on

compliance at the expense of programme performance.

5. DEVELOPMENT OF THE STRATEGIC BLUEPRINT The process embarked upon in the development of the Strategic Blueprint compromised the

following four process steps:


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5.1 Definition and alignment of the local to district municipalities Vision, Mission and

Values

5.2 Definition of the Key Strategic Thrusts

5.3 Development and Alignment of Strategies in to the Five (5) Year IDP 2012-2017 and

Vision 2030

5.4 Common Ground on Strategic Priorities

5.1 Definition and Alignment of the Municipalities Vision, Mission and Values

An interactive process was adopted into ensuring alignment of Victor Khanye Local

Municipality’s Vision, Mission and Values to that of Nkangala District’s Municipality as

included below:


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The following represents the agreed outputs with regards to the Vision, Mission and Values

for the Victor Khanye Local Municipality

Vision A prosperous Mpumalanga western gateway city for a cohesive

developed community

Mission • To provide quality and sustainable services to the diverse

community in a responsive and efficient way for optimum

economic growth in order to enhance prosperity

• Inspired by desire to be positioned on the global map of attractive

cities resulting in a positive impact on investment, jobs,

inhabitants, visitors and events through quality service provision

Values • Integrity

• Professionalism

• Resilient

• Openness

5.2 Key Strategic Thrusts

Following the definition and alignment of the Vision the Team aligned on re-affirming Vision

2030 as being the dream for Victor Khanye Local Municipality to become a City.

The following key themes were brainstormed to represent the key strategic thrusts to support

and underpin the strategic framework to acquire City Status.


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5.3 Development of Strategies in Commissions

The Commissions embarked upon the process to develop strategies against the following

contextual framework:

a) Adoption of Strategic Thinking paradigm

b) 2011/12 Lekgotla Resolutions

c) Strategic Thrusts identified to deliver Vision 2030

d) Departmental Presentations

e) Current IDP Plan

f) Current SDBIP Plan

g) Current SWOT Analysis

h) Identified City Status Strategies

i) Various Self Analysis exercises

j) Status Quo Report of the Municipality


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The group were broken into three (3) commissions to develop strategies that will be

incorporated into the current Five (5) Year IDP 2011/12 to 2014/17 (medium-term) strategic

planning horizon and Vision 2030 Blueprint (long-term) meant to attain City Status for the

municipality.

Outlined below are the three (3) Portfolio Committee of the municipality that made up the

Commissions, namely:

• Commission 1 - Planning and Infrastructure, Transport and Safety

• Commission 2 - Finance, Administration and Economic Development

• Commission 3 - Health, Sports and Social Services

Each commission was chaired by the Council Portfolio Committee Chair, Director and

officials providing services within the Portfolio Committee. Each commission was expected to

present the strategies in plenary for refinement and consolidation. The detailed strategies

developed by each commission are included as Annexure A.

The strategies as depicted by the various Commissions to achieve Vision 2030 is outlined

below:

Commission 1

Planning and Infrastructure, Transport and Safety

Commission 2

Finance, Administration and Economic Development

Commission 3

Health, Sports and Social Services

Year 1 to Year 15 of Vision 2030 1. Provide adequate and Quality Water

2. Build a 10 Mega litre Reservoir 3. Sustain provision of Quality Water 4. Eradicate Bucket System 5. Upgrading of Delmas Waste Water

Year 1 to Year 15 of Vision 2030

1. Develop and implement Distribution

Loss Strategy

2. Develop and implement Asset

Management System

Year 1 to Year 15 of Vision 2030

1. Restructure waste

management services and

Refuse removal for provision to

every household

5 YEAR IDP 2011-2015

& VISION 2030


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Commission 1


Commission 2


Commission 3


Treatment Works 6. Additional of VIP Toilets at the Rural

Areas 7. Construction of the New 10 Mega

litre Waste Water Treatment Works 8. Continuous Maintenance of Waste

Treatment Works 9. Provision of Electricity to every

household 10. Build an Additional Electrical Sub-

station 11. 100% of Roads Surfaced and

maintained 12. Acquire Land for Expansion and

Development

13. Review and implement SDF

14. Acquire Housing Accreditation Status

15. Strengthen and Sustain Relationship with Stakeholders

3. Develop and implement Revenue

Enhancement Strategy

4. Develop and implement ICT

Strategy

5. Development and implement Fleet

Management Strategy

6. Implement Strategy on conditional

grants

7. Development and implement SCM

Strategy

8. Develop and implement Data

Cleaning Strategy

9. Develop and implement Community

Feedback Strategy

10. Develop and implement Document

Management Strategy

11. Achieve Operation Clean Audit

12. Review and implement By-Laws and

Policies

13. Construct new Municipal Offices

14. Review and implement

Organizational Development

Strategy

15. Develop and implement Succession

Strategy

16. Develop and Implement Employee

Wellness Strategy

17. Develop and Implement

Employment Equity Plan

18. Develop and implement SHE

Management System

2. Construct second phase of the

Landfill Site

3. Expand the capacity of the

Workforce

4. Enhance Public Education on

Rehabilitation of Wetlands

5. Enhance Public Education on

Social Services

6. Strengthen relationships with

relevant stakeholders

7. Reliable, efficient waste removal

system

8. Efficient and well capacitated

Workforce

9. Implement COP 17/ Agenda 21

resolutions

10. Rehabilitate wetlands

11. Enhance Social Infrastructure

12. Maintain relationships with


13. Achieve Clean City Status

14. Achieve Safe City Status

15. Achieve Green and Environmental

friendly City

16. Maintain rehabilitated wetlands

17. Maintain Social Infrastructure

18. Healthy and socially stable City

19. Maintain relationships with


20. Reconstruct weight bridge and

develop truck stop

5 YEAR IDP 2011-2015

& VISION 2030


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Commission 1


Commission 2


Commission 3


19. Develop and implement LUMS

Strategy

20. Develop and institutionalise PMS

21. Develop and implement Training

and Development Strategy

22. Develop and implement Customer

Awareness and Care Strategy

23. Develop and implement Strategic

Risk Management Strategy

24. Develop and implement Disaster

Recovery Strategy

25. Develop and implement Growth and

Development Strategy

26. Develop and implement Stakeholder

Management Strategy

5.4 Common Ground on Strategic Priorities

In line with the theme of the workshop to be on common ground, the teams aligned on:

a) The three key priorities they would want the state of being to be for

Victor Khanye Local Municipality

b) The three key factors that was required to create the state of being

c) The culture that was required to make all of that possible

The alignment of the above was depicted using an iceberg model as illustrated below:

5 YEAR IDP 2011-2015

& VISION 2030


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6. MAKING THE TRANSITION Having formulated the framework for the Strategic Blueprint the next session focussed on a

reflective process around the Way Forward. Various exercises as outlined below were

completed to set the basis for a robust implementation journey.

6.1 How far are we?

This exercise provided the team with an opportunity to assess where and how far they were

relative to 100% achievement of Vision 2030.

Tabulated below is the outcome of people’s perception of where they saw themselves and

organisation relative to achievement of Vision 2030.

<10% 10 – 20% 21 – 30% 31%-40% 41%-50% 50%<

No one 3 People 2 people 3 people 7 people 9 people

6.2 How far are we from Common Ground?

This exercise afforded the team an opportunity to assess their perspective as to how far they

were away relative to them being collectively on common ground with regards to Vision 2030.

6.3 How big is the Change Impact to achieve Vision 2030 Ground? In this exercise the team assessed the relative size of the impact of the change on them and

the organisation in achieving Vision 2030?

10%

90%


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Big Medium Small 60% of people 30% of people 10% of people

6.4 What Paradigm should we have?

It was unanimously agreed that the paradigm and belief that everyone should have about

Vision 2030 is that we should live and act as if we have achieved it.

6.5 Legacy: One Year from Now?

Notwithstanding the task ahead, it was noted that an approach of “one bite at a time” will be a

key recipient and success criteria to ultimately achieve Vision 2030. Against the context of

this thinking, the team aligned on the following Legacy they would like to leave behind as

Team 2012 to 2017 in terms of what they would want the community and key stakeholders to

say about them.

What we want the community to say About Team 2012 to 2017?

• They made a difference

• 360 degree change

• They changed our lives

• Provided us with water

• To smile

• Proud

What we want the our Stakeholders to say About Team 2012-2017?

• They were excellent

• They delivered


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6.6 Accountability Charter The Team were exposed to the Vision Activ Accountability Model which provides a practical

and impactful measurement framework to assess commitment to delivery against

accountability; leadership; teamwork and governance to achieve Vision 2030.

The delegates were divided into their normal Leadership Groups (Politicians, MANCO and

Managers) and were required to align on a set of commitment to achieve the Five (5) Year

IDP 2012-2017 and SDBIP which were defined as the Accountabilities.

It was done against a Stop, Start, and Continue framework.

Category

/Criteria Stop Doing Start Doing Continue Doing

Governance Politicians Promising Implementing Intervention

MANCO Shifting blame Taking responsibility Commitment

Managers Procrastinating Due diligence Motivated

Teamwork Politicians Working in silos

and stop to be

divisive

To be united Working collectively

MANCO Working in Silos Share responsibility Accountable

towards one another

Managers Playing the man Playing the ball Focus on the ball

and win as a team

Leadership Politicians Indecisiveness To be decisive Lead and guide

MANCO Silo Leadership Taking responsibility Accounting

Managers Factionalism Work together as

team

Getting professional


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7. RESOLUTIONS The Chief Whip had engaged the team on the following Resolutions which was adopted by the team.

The Team demonstrated their Committed to the Five (5) Year IDP 2012-2017, Vision 2030

and the Resolutions by signing An Accountability Charter as outlined below:


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8. DELEGATE EVALUATION OF THE WORKSHOP Overall the workshop was well received and all delegates were on high spirit and highly

motivated and committed to the journey ahead. Summarised below are the key feedback

issues which is representative of the majority of the delegates:

1. What did you like most about the workshop? → Learning to be on the same page

→ Sharing of the knowledge

→ Team building exercises

→ Simplicity of the concepts

→ Teamwork

→ Professional presentation of the

workshop

→ Conflict Management/Teamwork Spirit

→ Facilitation methodology

→ External Stakeholder Assessment

→ Time Management

→ Integration/Communication between

facilitators and delegates

→ Change process focussed on Vision

→ Self Assessment

2. What would you have liked to spend more time on? → Paradigms

→ Commissions

→ Individual Assessment

→ Almost all the sessions

→ Operational side of the plan

→ More on the Thrusts, IDP and LED

Strategies

→ Mind Shift

→ Walk the Talk

→ Contributing positively on my work

→ Strategic Thrusts

→ Building the team exercises

→ HRM Strategies up to the risk

management

→ Team building

→ Strategic Planning

→ Working in groups

3. What would you have like to spend less time on? → Presentations

→ Paradigms

→ Benchmarking with international cities

→ Exercises

→ Tea breaks

→ Talking

4. What was your most significant learning? → Setting strategies

→ Unity

→ Paradigms

→ Moving to common ground

→ The Commissions

→ Integrated Approach


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→ Learning new things

→ Mind set of people

→ Being on the same page

→ How great minds think alike

→ Dynamics and techniques of developing

vision and mission

→ Vision and mission statement

craftsmanship

→ I can make a difference

→ Ability to think at the strategic level

→ To be able to pitch to such high level of

engagement

→ This session will bring change to our

municipality and community

→ Thrusts

→ Moving the dots

→ Teamwork and focus on achieving

objectives

→ Importance of vision and visioning

→ My feelings to towards the institution are

relative to what other feel

→ We have hope

→ Group work

→ Understanding each other and work

collectively

→ It will be easier to work together if we are

on the same page

→ Learn to work as a

team/collectively/united 5. Overall Ratings Of the Workshop 5 4 4 4 4 5 4 5 5 5 5 4 4

5 5 5 5 4 5 4 4 5 5 4

Of the Facilitators 5 5 5+ 5 4 4 4 5 4.5 5

5 5 4 5 5 5 6 4 5 5 4

5 4 5 6. Overall Comments → The whole workshop was good

→ Confident that its takes both councillors

and administration to serve our people,

hoping that there will be cooperation from

both

→ Having a clear direction and focus

→ Collective leadership and service delivery

→ This session needs more time to

complete, it was good and motivational

→ Propose to use the same facilitators for

next year’s strategic planning session for

continuity and assessment purpose

→ It was intuitive and motivational

→ The lekgotla was long overdue – there

was a feeling of division but it seems we

→ Need to implement resolutions for vision

2030 taken in commissions

→ Thanks for the workshops

→ Showed that the municipality has a

potential to improve and be the best

→ Good work done by all

→ Been to various strategic planning

sessions and this one was the best

→ I wish you all the best for the future and

good luck

→ Very good exercises and value for money

in terms of what the facilitators produced

→ Need to review where we are/progress of

this strategic plan as per the declaration

and check what needs to be reviewed


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have now united. Well done to Ms

Maredi.

→ If it was possible I would love that

consultants to be given the opportunity to

monitor and advice throughout until 2030

→ Excellent

→ Team building with Sammy = enjoyed

very much


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9. CLOSING REMARKS The Municipal Manager thanked the team for their open participation and wished them well

on the journey to achieve the Five (5) Year IDP 2012-2017 and Vision 2030.

The Honourable Acting Executive Mayor, CIIr. V. Buda, closed the workshop and addressed

the participants. Outlined below are some of the key points and highlights of the speech:

• Identified strategies to further accelerate progress towards the achievement of the

objectives mandated to pursue;

• Responding to the call to operate within the philosophy of “Business Unusual’ with

regards to the speedy, efficient and effective implementation of government policies

and programmes

• Accelerating our economic growth and development plans;

• Speeding up the process of building the infrastructure we need to achieve our

economic and social goals;

• Improving the effectiveness of our interventions directed at the small and medium

entrepreneurs, and poverty eradication;

• Enhancing the impact of our programmes targeting the critically important areas of

education and training;

• Further strengthening our machinery to ensure that we have the capacity to respond

to private sector development initiatives; and

• Accelerating our advance towards the achievement of developmental Vision 2030

• Hosting an Economic and Infrastructure Development Summit by the 30th June 2012

• that addresses sections of our population most affected by this scourge. Enhance

Vision 2030 Blueprint to extend an invitation to all current and prospective

developmental partners towards making VKLM a City of Mpumalanga where all

households have access to sustainable basic services and economic prosperity; and

• Improving the quality of life of our people by reducing poverty and unemployment by

implementing integrated and comprehensive anti-poverty strategies and plans.


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10. SERVICE PROVIDERS INSIGHTS AND RECOMMENDATIONS The following comments represent our insights and opinions without prejudice and are based

on our expertise.

Our Insights:

→ Vision 2030 places a strong peg in the ground around strategic intent and focus

→ Organisation has track record of success and is positively positioned to go forward

→ Need to bring closure to some underlying issues that is causing pain –

interrelationship between administration and politicians, relationships with District,

Province and Inter-team dynamics

→ Opportunity to set benchmark and become a pace setter municipality in South Africa

→ Passionate Political and Administrative Leadership

→ Capacity challenges across some areas

→ Need for more rigorous monitoring and evaluation

Our Recommendations:

→ Embark upon 2030 as a Transformational project

→ Develop the Accountability Charter and implement performance management

framework

→ Develop Service Level Agreements across functions

→ Let people lead and own 2030 Agenda

→ Develop and implement the following strategies and implementation plans:

o Vision 2030 Blueprint

o Organisational Development

o Risk Management System

o LED Strategy

o ICT System

o Change Management

o Communications

o Capacity Building

o Performance Management

o Asset Management System


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o Customer Relationship Management

o Stakeholder and Partner Management


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11. ANNEXURE A: STRATEGIES DEVELOPED BY COMMISSIONS Commission 1 – Planning and Infrastructure, Transport and Safety

STRATEGIC THRUSTS

Strategies for First Period (Years 1-5)

Strategies for Second Period

(Years 6-10)

Strategies for Third Period (Years 11-15)

1. Service Delivery • Provide adequate and Quality Water • Build a 10 Mega litre Reservoir

• Sustain provision of Quality Water

• Eradicate Bucket System • Eradicate Bucket System • Eradicate Bucket System

• Upgrading of Delmas Waste Water Treatment Works

• Construction of the New 10 Mega litre Waste Water Treatment Works

• Continuous Maintenance of Waste Water Treatment Works

• Additional VIP Toilets at the Rural Areas



• Provision of Electricity to every household

• Build an additional Electrical Sub-station

• Build an additional Electrical Sub-station

• 100% of Roads Surfaced and maintained

• Sustain roads surfaced • Sustain roads surfaced

2. Land Tenure • Acquire Land for Expansion and Development

• Review and implement SDF • Acquire Housing Accreditation Status


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STRATEGIC THRUSTS



(Years 6-10)


3. Stakeholder Management

• Strengthen Stakeholder Relationships

• Sustain Stakeholder Relationships

• Sustain Stakeholder Relationships


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Commission 2 – Finance, Administration and Economic Development

STRATEGIC THRUSTS



(Years 6-10)


1. Service Delivery • Develop and implement Distribution Loss Strategy

• Implement Distribution Loss Strategy

• Maintain Distribution Loss Strategy

• Maintain Water Quality • Improve Water Quality • Sustain Water Quality

• Maintain Waste Water Quality • Improve Waste Water Quality • Sustain Waste Water Quality

2. Operational Efficiency

• Develop and implement Asset Management

• Implement Asset Management System

• Sustain Asset Management System

• Develop and implement Revenue Enhancement Strategy

• Implement Revenue Enhancement Strategy

• Sustain Revenue Enhancement Strategy

• Develop and implement ICT Strategy

• Maintenance and Ongoing Support of the ICT Infrastructure

• Enhance ICT Infrastructure

• Development and implement Fleet Management Strategy

• Implement Fleet Management System

• Enhance Fleet Management System

• Implement Strategy on Conditional Grant

• Maintain Strategy on Conditional Grant

• Enhance Strategy on Conditional Grant

3. Accountability • Development and implement SCM Strategy

• Implement SCM System • Enhance SCM System


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STRATEGIC THRUSTS



(Years 6-10)


• Develop and implement Data Cleaning Strategy

• Implement Data Cleansing System

• Enhance Data Cleansing System

• Develop and implement Community Feedback Strategy

• Implement Community Feedback System

• Enhance Community Feedback System

• Develop and implement Document Management Strategy

• Implement Document Management System

• Enhance Document Management System

• Develop and implement In-Year Reporting Programme

• Implement In-Year Reporting System

• Enhance In-Year Reporting System

• Review and implement By-Laws and Policies

• Implement By-Laws and Policies • Enhance By-Laws and Policies

4. Organisational Development

• Construct new Municipal Offices

• Maintain Municipal Offices • Maintain Municipal Offices

• Review and implement Organizational Development Strategy



• Develop and implement Succession Strategy




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STRATEGIC THRUSTS



(Years 6-10)


• Develop and Implement Employee Wellness Strategy

• Develop and Implement Employee Wellness Programme

• Develop and Implement Employee Wellness Programme

• Develop and Implement Employment Equity Plan



• Develop and implement SHE Management System

• Implement SHE Management System

• Enhance SHE Management System

5. Land Tenure • Conduct Land Audit • Transfer Land owned by government to the municipality

• Transfer Land owned by government to the municipality

• Develop and implement LUMS Strategy

• Implement LUMS System • Enhance LUMS System

6. Performance Management System

• Develop and institutionalise PMS

• Institutionalise PMS • Enhance PMS

7. Capacity Building • Develop and implement Training and Development Strategy

• Implement Training and Development Strategy

• Enhance Training and Development Strategy


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STRATEGIC THRUSTS



(Years 6-10)


8. Customer Relationship Management

• Develop and implement Customer Awareness and Care Strategy

• Implement Customer Awareness and Care System

• Enhance Customer Awareness and Care System

• Develop and Implement Business Continuity strategy

• Maintain Business Continuity System

• Enhance Business Continuity System

9. Risk Management • Develop and implement Strategic Risk Management Strategy

• Implement Risk Management Strategy

• Maintain Risk Management Strategy

• Develop and implement Disaster Recovery Strategy

• Implement Disaster Recovery System

• Maintain Disaster Recovery Plan

10. Economic Growth and Development

• Develop and implement Growth and Development Strategy

• Implement Growth and Development Strategy

• Enhance Growth and Development Strategy

11. Stakeholder Management

• Develop and implement Stakeholder Management Strategy

• Implement Stakeholder Management Strategy

• Enhance Stakeholder Management Strategy


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Commission 3 – Health, Sports and Social Services

STRATEGIC THRUSTS



(Years 6-10


1. Service Delivery • Restructure waste management services and refuse removal for provision to every household

• Reliable, efficient waste removal system

• Achieve Clean City Status

• Construct second phase of the Landfill Site

• Expand the capacity of the Workforce

• Effective and well capacitated Workforce

• Achieve Safe City Status

• Enhance Public Education on Rehabilitation of Wetlands

• Implement COP 17/ Agenda 21 resolutions and maintain wetlands

• Achieve Green and Environmental friendly City and maintain wetlands

• Enhance Public Education on Social Services

• Enhance Social Infrastructure

• Healthy and socially stable City

2. Customer Relationship Management

• Strengthen relationships with relevant stakeholders

• Maintain relationships with relevant stakeholders

• Maintain relationships with relevant stakeholders


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Submitted by TMDG

Documents

Victor Khanye Local Municipality STRATEGIC PLANNING