Description
Elias motsoaledi local municipality turn around strategy.
ELIAS MOTSOALEDI
LOCAL
MUNICIPALITY
TURN AROUND
STRATEGY
2012/13
ELIAS MOTSOALEDI LOCAL MUNICIPALITY’S TURN-AROUND STRATEGY 2012 - 2014
1. INSTITUTIONAL TRANSFORMATION AND GOOD GOVERNANCE
STRATEGIC OBJECTIVES
To ensure institutional viability through effectiveness and efficiency.
CHALLENGES
? Retaining skilled personnel
? Cascading PMS to lower level
? Inadequate participation mechanisms
? Uneven distribution of resources
? Office accommodation
? Inadequate institutional capacity hindering performance
No. Key
challen
ges
Priority
turn
around
Focal
Areas
Municipa
l Action
Progress
made
Unblocking
Action
needed from
other
spheres and
agencies
Short term
target June
2013
Long term
target June
2014
1.1 Retainin
g skilled
personn
el
Ensuring
provision
of
services
through
skilled
personnel
Implemen
tation of
Retain
Policy by
Council
None None 50% Retention 100%
Retention
1.2 Cascadi
ng PMS
to lower
level
Ensuring
effective
PMS
Cascadin
g to line
function
managers
None COGHSTA
to assist
100%
cascading to
line managers
100%
cascading to
managers,
supervisors
and officers
1.3 Inadequ
ate
public
participa
tion
mechani
Ensuring
effective
public
participati
on
Developm
ent of
clear
public
participati
on
programm
IDP,
Mayoral
outreach,
stackhold
ers
meeting
None Development
of
programmes
by 1
st
quarter
2012
Annual
reviewal of
program
sms e
1.4 Office
accomm
odation
Sufficient
office
space
Expansio
n of
existing
municipal
offices
and
procurem
ent of
temporary
offices
Budget
availed
none Procurement
of temporary
office
Expansion of
offices
1.5 Inadequ
ate
institutio
nal
capacity
hinderin
g
perform
ance
Institution
al
sustainabi
lity
Implemen
tation of
WSP
none 100% by June
2013
100%WSP
2. SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
STRATEGIC OBJECTIVES
To strengthen the institutional capacity on service delivery and infrastructure development.
To provide high level infrastructure and basic services.
CHALLENGES
? Lack of revenue on services rendered in rural areas
? Roads and storm water challenges
? Shortage of municipal vehicles
? Performance management to all managers
? Sector plans to be updated and reviewed
? Eskom capacity for high mast
No. Key
challenges
Priority
turn
around
Focal
Areas
Municipal
Action
Progress
made
Unblockin
g Action
needed
from
other
spheres
and
agencies
Short term
target June
2013
Long
term
target
June
2014
2.1 Lack of
revenue on
services
rendered in
rural areas
Increase of
revenue by
servicing
both urban
and rural
areas
Extend
service
delivery to
rural areas
Service
delivery only in
urban areas
and R293
areas
SDM to
speed up
connection
of water to
rural areas
N/A 100%
2.2 Roads and
storm water
challenges
Effective
upgrading
of roads
and storm
water
Improve
connector
roads,
access
and inner
streets
Establishment
of roads
construction
and storm
water
management
unit
None Procurement
of
equipments
for the unit
Improve
d roads
and
storm
water
2.3 Shortage of
municipal
vehicles
Effective
service
delivery
Increase
budget for
fleet
Procurement
stage
None 60% 100%
2.4 No
performance
management
to all
managers
Improved
performanc
e by all
managers
Performan
ce
managem
ent to all
line
managers
Job
descriptions to
be signed by
all line
managers
COGHSTA
to assist
100% 100%
2.5 Sector plans
to be
updated and
reviewed
Improved
housing
master plan
Improve
the
housing
master
plan
Reviewal of
the housing
master plan
COGHSTA
to assist
100% 1005
2.6 Eskom
capacity for
high mast
Improved
high mast
capacity
Engage
Eskom to
increase
capacity
High mast in
few
communities
Eskom to
increase
capacity
20% 40%
3. FINANCIAL MANAGEMENT AND VIABILITY
STRATEGIC OBJECTIVES
Obtain clean audit before 2014
Inculcate and improve financial sustainability and management
CHALLENGES
? Incorrect valuation roll
? Poor debt collection rate
? Interpretation of GRAP standard
? Poor record management keeping
? Insufficient pay points for municipal accounts
No. Key
challenges
Priority turn
around
Focal Areas
Municipal
Action
Progress
made
Unblocking
Action
needed from
other
spheres and
agencies
Short term
target
June 2013
Long
term
target
June
2014
3.1 Incorrect
valuation roll
Correct
valuation roll
Create a
new
valuation
roll
New
valuation
roll to
council
None 100%
implementa
tion
100%
implemen
tation
3.2 Poor debt
collection rate
Increased
debt
collection
Reduction
of debts
owed to
the
municipalit
y by 50%
Debt
collector
appointed
None 50% 80%
3.3 Interpretation
of GRAP
standard
Improved
financial
management
Capacity
building
for the
finance
departmen
t
None Provincial
Treasury to
intervene
Capacitatin
g senior
staff
Extended
capacity
to
relevant
staff
3.4 Poor record
management
keeping
Improved
record
management
Developm
ent of
electronic
record
Record
system in
place
None 100%
implementa
tion
100%
implemen
tation
system
3.5 Insufficient
pay points for
municipal
accounts
Increased
pay points
for municipal
accounts
Engage
business
sectors to
act as pay
points
Requests
to various
shops
made
None SLA to be
drawn
100%
implemen
tation of
the SLA
POLICIES FOR REVIEW
1. Retention Policy
2. Official Housing Policy
3. Disciplinary Policy
4. Tariff Policy
5. Free Basic Policy
6. Cash and Investment Policy
doc_835166966.pdf
Elias motsoaledi local municipality turn around strategy.
ELIAS MOTSOALEDI
LOCAL
MUNICIPALITY
TURN AROUND
STRATEGY
2012/13
ELIAS MOTSOALEDI LOCAL MUNICIPALITY’S TURN-AROUND STRATEGY 2012 - 2014
1. INSTITUTIONAL TRANSFORMATION AND GOOD GOVERNANCE
STRATEGIC OBJECTIVES
To ensure institutional viability through effectiveness and efficiency.
CHALLENGES
? Retaining skilled personnel
? Cascading PMS to lower level
? Inadequate participation mechanisms
? Uneven distribution of resources
? Office accommodation
? Inadequate institutional capacity hindering performance
No. Key
challen
ges
Priority
turn
around
Focal
Areas
Municipa
l Action
Progress
made
Unblocking
Action
needed from
other
spheres and
agencies
Short term
target June
2013
Long term
target June
2014
1.1 Retainin
g skilled
personn
el
Ensuring
provision
of
services
through
skilled
personnel
Implemen
tation of
Retain
Policy by
Council
None None 50% Retention 100%
Retention
1.2 Cascadi
ng PMS
to lower
level
Ensuring
effective
PMS
Cascadin
g to line
function
managers
None COGHSTA
to assist
100%
cascading to
line managers
100%
cascading to
managers,
supervisors
and officers
1.3 Inadequ
ate
public
participa
tion
mechani
Ensuring
effective
public
participati
on
Developm
ent of
clear
public
participati
on
programm
IDP,
Mayoral
outreach,
stackhold
ers
meeting
None Development
of
programmes
by 1
st
quarter
2012
Annual
reviewal of
program
sms e
1.4 Office
accomm
odation
Sufficient
office
space
Expansio
n of
existing
municipal
offices
and
procurem
ent of
temporary
offices
Budget
availed
none Procurement
of temporary
office
Expansion of
offices
1.5 Inadequ
ate
institutio
nal
capacity
hinderin
g
perform
ance
Institution
al
sustainabi
lity
Implemen
tation of
WSP
none 100% by June
2013
100%WSP
2. SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
STRATEGIC OBJECTIVES
To strengthen the institutional capacity on service delivery and infrastructure development.
To provide high level infrastructure and basic services.
CHALLENGES
? Lack of revenue on services rendered in rural areas
? Roads and storm water challenges
? Shortage of municipal vehicles
? Performance management to all managers
? Sector plans to be updated and reviewed
? Eskom capacity for high mast
No. Key
challenges
Priority
turn
around
Focal
Areas
Municipal
Action
Progress
made
Unblockin
g Action
needed
from
other
spheres
and
agencies
Short term
target June
2013
Long
term
target
June
2014
2.1 Lack of
revenue on
services
rendered in
rural areas
Increase of
revenue by
servicing
both urban
and rural
areas
Extend
service
delivery to
rural areas
Service
delivery only in
urban areas
and R293
areas
SDM to
speed up
connection
of water to
rural areas
N/A 100%
2.2 Roads and
storm water
challenges
Effective
upgrading
of roads
and storm
water
Improve
connector
roads,
access
and inner
streets
Establishment
of roads
construction
and storm
water
management
unit
None Procurement
of
equipments
for the unit
Improve
d roads
and
storm
water
2.3 Shortage of
municipal
vehicles
Effective
service
delivery
Increase
budget for
fleet
Procurement
stage
None 60% 100%
2.4 No
performance
management
to all
managers
Improved
performanc
e by all
managers
Performan
ce
managem
ent to all
line
managers
Job
descriptions to
be signed by
all line
managers
COGHSTA
to assist
100% 100%
2.5 Sector plans
to be
updated and
reviewed
Improved
housing
master plan
Improve
the
housing
master
plan
Reviewal of
the housing
master plan
COGHSTA
to assist
100% 1005
2.6 Eskom
capacity for
high mast
Improved
high mast
capacity
Engage
Eskom to
increase
capacity
High mast in
few
communities
Eskom to
increase
capacity
20% 40%
3. FINANCIAL MANAGEMENT AND VIABILITY
STRATEGIC OBJECTIVES
Obtain clean audit before 2014
Inculcate and improve financial sustainability and management
CHALLENGES
? Incorrect valuation roll
? Poor debt collection rate
? Interpretation of GRAP standard
? Poor record management keeping
? Insufficient pay points for municipal accounts
No. Key
challenges
Priority turn
around
Focal Areas
Municipal
Action
Progress
made
Unblocking
Action
needed from
other
spheres and
agencies
Short term
target
June 2013
Long
term
target
June
2014
3.1 Incorrect
valuation roll
Correct
valuation roll
Create a
new
valuation
roll
New
valuation
roll to
council
None 100%
implementa
tion
100%
implemen
tation
3.2 Poor debt
collection rate
Increased
debt
collection
Reduction
of debts
owed to
the
municipalit
y by 50%
Debt
collector
appointed
None 50% 80%
3.3 Interpretation
of GRAP
standard
Improved
financial
management
Capacity
building
for the
finance
departmen
t
None Provincial
Treasury to
intervene
Capacitatin
g senior
staff
Extended
capacity
to
relevant
staff
3.4 Poor record
management
keeping
Improved
record
management
Developm
ent of
electronic
record
Record
system in
place
None 100%
implementa
tion
100%
implemen
tation
system
3.5 Insufficient
pay points for
municipal
accounts
Increased
pay points
for municipal
accounts
Engage
business
sectors to
act as pay
points
Requests
to various
shops
made
None SLA to be
drawn
100%
implemen
tation of
the SLA
POLICIES FOR REVIEW
1. Retention Policy
2. Official Housing Policy
3. Disciplinary Policy
4. Tariff Policy
5. Free Basic Policy
6. Cash and Investment Policy
doc_835166966.pdf