Description
This document about mogale city local municipality revised turnaround strategy 2009 2014.
Mogale City
Local Municipality
Revised Turnaround Strategy 2009 - 2014
“ Business as Unusual:
Five years of accelerated service delivery and transformation”
TABLE OF CONTENTS
Page
1. Introduction 1
2. Purpose of the workshop 1
3. Approach 2
4. Business Definition 3
5. SWOT 6
6. Target perspective 9
7. Strategy perspecti ve 15
8. Projects per area perspective 29
9. Cross cutting projects (all areas) 36
10. Way forward 40
APPENDICES
APPENDIX A
Core business values
APPENDIX B
Mogale City strategic planning system
Facilitated by: Johan Swart
082 440 8055
GROUP DYNAMICS FACILITATORS
1986/015267/23
P O Box 2167, Montana Park, 0159
Tel: +27 12 548 1142
Fax: +27 12 548 0705
Email: [email protected]
B BE EN NC CH HM MA AR RK K F FA AC CI IL LI IT TA AT TI IO ON N S SO OL LU UT TI IO ON NS S
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 1
1. INTRODUCTION
A strategic planning workshop was held, on 11 and 12 March 2010 at the Usambara Conference Centre, Krugersdorp, to review the
Mogale City Local Municipality turnaround strategy. This document reflects a summary of the results of the session.
2. PURPOSE OF THE WORKSHOP
The purpose of the workshop was to achieve the following outputs:
• Business Definition
o Vision
o Mission
o Motto
o Strategic goals and objectives framework
o Product and service portfolio
o Core business values
o Stakeholder framework
• Internal environmental analysis
• External environment analysis
• SWOT Analysis
• Target Perspective
• Strategy Perspective
• Projects per area perspective
• Cross cutting projects (all areas)
• Project priorities
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 2
3. APPROACH
The approach followed was output-orientated and participative by nature. In order to achieve the highest degree of consensus,
information technology was utilised to achieve the highest quality information in the shortest time.
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 3
4. BUSINESS DEFINITION
VISION
Quality service delivery for all in Mogale City
MISSION
To provide an integrated Municipal Governance System for improved quality of life for all communities of
Mogale City
MOTTO
City of Human Origin
STRATEGIC GOALS AND
OBJECTIVES FRAMEWORK
• To provide sustainable services to the community
o Physical infrastructure services
o Social services
o Economic services
• To promote a sustainable environmental management system
o Open space management (parks, cemeteries)
o Municipal health (waste management, public health)
o Environmental compliance facilitation
• To provide sustainable governance for local communities
o Broaden local democracy
o Local government accountability
• To ensure sustainable governance practices within the Municipality
o Corporate governance practices (legal compliance, oversight)
o Business leadership / management (planning, structuring, culture, performance management,
stakeholder relations management, communication)
o Resource management (people management, financial management, ICT management,
information / knowledge management, asset management)
o Programme / project management
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 4
BUSINESS DEFINITION …continues…
PRODUCTS AND SERVICE
PORTFOLIO
• Physical infrastructure
o Municipal buildings
o Plant & equipment (fleet, machines, facilities, etc.)
o Municipal infrastructure (roads, electricity, sanitation, water)
• Social services
o Community development (primary health care agency services, social upliftment services, library
services, heritage promotion, sport and recreation development facilitation)
o Public safety services
o Social amenities management
• Economic services
o Local economic development (tourism promotion, SMME development)
o Urban development planning
o Rural development planning
o Human settlement planning
• Environmental management
o Open space management (parks, cemeteries)
o Municipal health (waste management, public health, etc.)
o Environmental compliance facilitation
CORE BUSINESS VALUES • Integrity
• Accountability
• Diligence
• Emotional intelligence
• Participative
• Responsiveness
• Professionalism
See Appendix A for complete list
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 5
BUSINESS DEFINITION …continues…
STAKEHOLDER FRAMEWORK
• Clients
o Communities (NGO’s, CBO’s, business)
• Service providers (inbound)
o Funds
o Expertise
o Technology
o Infrastructure / facilities
o Information
• Regulators
o Auditor General
o Standing Committees
o Government Departments
• Strategic partners
o Public-public partnerships (including other municipalities, Provincial Government, National
Government, etc.)
o Public-private partnerships
• Service providers (outbound)
o Consultants / contractors
• Organised Labour
• Employees / interns
• Media
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 6
5. SWOT ANALYSIS
STRENGTHS
WEAKNESSES
(AREAS TO BE DEVELOPED)
Physical infrastructure
• Municipal buildings (habitable, functional)
• Plant & equipment (new fleet, fleet maintenance contract, fleet
tracking system, fuel management system)
• Municipal infrastructure
o Roads (compliance with national road’s legislation,
functional roads)
o Electricity (quality, sustainability, compliance to
regulatory framework)
o Sanitation (compliance, functionality, maintenance
contract)
o Water (compliance with relevant standards, functional)
Social services
• Public safety services
• Community development
• Social amenities management
• Sport and recreation development facilitation
Economic services
• Urban and rural development planning, human settlement planning
• Local economic development (development towards North, West
and South)
Corporate governance practices
• Legal compliance
• Oversight
Environmental management system
• Open space management
• Municipal health
Governance for local communities
• Local government accountability
Physical infrastructure
• Municipal buildings (maintenance, shortage of space)
• Plant & equipment (old, under maintained, non-availability)
• Municipal infrastructure
o Lack of bulk infrastructure for new developments
o Roads (lack of roads in rural areas, road
maintenance)
o Electricity (distribution capacity, under resourced,
lack of electricity in rural)
o Sanitation (waste water treatment works capacity,
lack of sanitation infrastructure in CBD)
o Water (under maintained infrastructure, bulk
infrastructure in rural areas, water loss)
Economic services
• Local economic development (township tourism, tourism
marketing, tourism promotion, SMME development)
Environmental management system
• Environmental compliance facilitation
Resource management
• People management (labour relations, policy compliance,
individual performance management)
• ICT management (network, ERP, delivery time)
• Information / knowledge management (data management,
abdicating roles and functions)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 7
• Broaden local democracy
SWOT ANALYSIS …continues…
STRENGTHS
WEAKNESSES
(AREAS TO BE DEVELOPED)
Business leadership / management
• Organisation culture (work ethic)
• Strategic positioning
• Stakeholder relations management / communication
• Business performance management (systems, policies)
Resource management
• Financial management
• Asset management
• Information / knowledge management (Deputy information officer
position)
Programme / project management
OPPORTUNITIES
THREATS
• Revenue generation / alternative sources of funds
• Inter governmental relations framework / stakeholder alliances
• ICT developments
• Economic diversification
o Tourism opportunities
o J ob creation opportunities
o International events
o Mining charter
o Agriculture
• Supportive legislative requirements
• Global city region initiative
• West Rand Uni-city
• A single public service
• Electricity restructuring initiatives (REDS)
• Non payment culture in community and government department
• Inadequate resources to deal with increasing demands (financial
constraints)
• Economic recession
• Poverty / unemployment impacting negatively on available
resources
• High electricity tariffs / penalties
• Electricity supply capacity
• Illegal connections
• Vandalism of infrastructure
• Gaps in legislation (eg. land use, inter-governmental fiscal
relations, electricity restructuring initiatives)
• Illegal land occupation and evictions
• Long lead times on EIA’s
• Insufficient of water resources
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 8
• Service delivery related social unrest
SWOT ANALYSIS …continues…
Vulnerabilities:
• Theft and vandalism of municipal assets
• HIV and AIDS pandemic
• Outdated statistics from Statistics South Africa used for decision making / planning (e.g. basis for funds allocation, grading of Municipalities)
• Land ownership challenges
• Climate change
• Geological, ecological complexities (dolomite, environmentally/ sensitive area)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 9
6. TARGET PERSPECTIVE
6.1 Strategic Goal 1: To provide sustainable services to the community
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Physical infrastructure
services
Roads (urban and rural) • New paved roads (km) 4.3 4.6 4.7 5.4 5.8
• Km of new gravel roads planned versus constructed (%) 90 90 90 90 90
• Paved roads maintained (km) 7.8 4.2 4.4 4.9 5.2
• Gravel roads maintained (km) 120 120 110 110 100
• New storm water drainage (km) 0.74 0.81 0.84 0.89 0.90
• Storm water drainage maintained (km) 6 6 6 7 7
Water (urban and rural) • Water quality standards met (%) 90 92 95 100 100
• Water loss reduction (%) 4 5 5 5 5
• New community water connections
(residential, business) 300 1000 1000 2000 3000
• Water connection backlog reduced - 300 300 300 400
• Site and service connections planned versus provided (%) 100 100 100 100 100
• Water network maintenance planned versus performed (%) 60 70 75 80 85
• Bulk water capacity available versus demand (%) 100 100 100 100 100
Sanitation (urban and rural) • Bulk sanitation capacity available versus demand (%) 66 66 66 76 76
• Compliance to effluent treatment standards (%) 60 65 70 75 80
• New water borne sewer connections 150 300 1000 2000 3000
• New access to sanitation services within minimum standards
500 500 500 500 500
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 10
6.1 Strategic Goal 1: To provide sustainable services to the community…continues…
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Electricity (urban and rural) • Bulk electricity supply capacity versus demand (%) (including
electricity for heating)
100 100 100 100 100
• Electricity distribution capacity versus demand (%) 100 100 100 100 100
• Compliance to quality of supply standards (%) 95 95 95 95 95
• New connections in Mogale City distribution planned versus
provided (%)
80 80 80 80 80
• Street lighting functionality (%) 75 80 85 90 90
• New street lights planned versus provided (%) 80 85 90 90 90
Social services
Community development
(primary health care services,
social upliftment services,
library services, heritage
promotion, sport and
recreation development
facilitation); public safety
services; social amenities
management
• Primary health care services planned versus provided (%) 85 90 90 90 90
• Social upliftment services planned versus provided (%) 85 90 90 90 90
• Library services planned versus provided (%) 85 90 90 90 90
• Heritage promotion programmes planned versus provided (%) 85 90 90 90 90
• Sport and recreation development facilitation planned versus
provided (%)
85 90 90 90 90
• Traffic / security services planned versus provided (%) 85 90 90 90 90
• Licensing / registration services planned versus provided (%) 85 90 90 90 90
• Social amenities management services planned versus
provided (%)
85 90 90 90 90
• Sporting facilities planned versus available (%) 80 85 90 90 90
Economic services
Local economic development
(tourism promotion, SMME
development);
urban and rural development
planning; human settlement
planning
• Tourism promotion services planned versus provided (%) 85 90 90 90 90
• SMME development planned versus developed (%) 85 90 90 90 90
• Urban development services planned versus provided (%) 85 90 90 90 90
• Rural development services planned versus provided (%) 85 90 90 90 90
• Human settlement facilitations services planned versus
provided (%)
85 90 90 90 90
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 11
6.2 Strategic Goal 2: To promote a sustainable environmental management system
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Open space management
(Parks, cemeteries)
• Parks planned versus provided (%) 85 90 90 90 90
• Cemeteries services planned versus provided (%) 85 90 90 90 90
• Parks services planned versus provided (%) 85 90 90 90 90
Municipal health
(Waste management; public
health)
• Waste management services planned versus provided (%) 85 90 90 90 95
• Public health services planned versus provided (%) 85 90 90 90 90
Environmental compliance
facilitation
• Environmental compliance facilitation services planned versus
provided (%)
85 90 90 90 90
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 12
6.3 Strategic Goal 3: To provide sustainable governance for local communities
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Broaden local democracy • Ward committees planned to be established versus
established (%)
100 100 100 100 100
• Ward committee functionality rating (%) 60 70 70 80 90
• Compliance to Legislation (%) 100 100 100 100 100
• Council committees’ functionality rating (%) 60 70 70 80 90
• Public participation planned versus participation obtained (%) 45 50 55 60 65
• Public participation events planned versus conducted (%) 90 90 90 90 90
Local government
accountability
• Reports required in terms of legislation versus submitted
timeously (%)
100 100 100 100 100
• Community queries / petitions received versus finalised (%) 60 65 70 80 85
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 13
6.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Corporate governance
practices
(Legal compliance, oversight)
• Policies planned to be developed versus developed /
reviewed (%)
90 90 90 90 90
• Compliance to regulatory framework (%) 80 100 100 100 100
• Council resolutions made versus executed (%) 100 100 100 100 100
• Audit queries received versus corrective action taken (%) 100 100 100 100 100
Business leadership /
management
(Planning, structuring, culture,
performance management;
stakeholder relations
management; asset
management)
• Organisational climate / employee satisfaction rating (%) 45 50 53 55 58
• Business targets met (%) 85 90 90 95 95
• Internal client satisfaction rating (%) 50 60 70 75 80
• External client satisfaction rating (%) 50 60 70 75 80
• Organisational image rating (%) - 70 - 85 -
• SLA’s required versus signed within agreed upon time (%) 85 90 100 100 100
• Stakeholder consultative forums planned to be established
versus established (%)
85 90 95 95 95
• Clean audit report 1 1 1 1 1
Resource management
People management • Funded positions filled (%) 85 90 90 90 90
• Competence development plan targets met (%) 65 70 75 80 85
• Equity plan targets met (%) 80 85 90 90 90
• Labour relations issues lodged versus attended to within
regulatory guidelines (%)
90 90 95 95 95
Financial management • Variance on operational budget spent (%) 5 5 5 5 5
• Variance on capital budget spent (%) 15 15 15 15 15
• Revenue budgeted versus collected (%) 90 92 94 95 96
• Increased revenue base (%) 5 6 7 8 9
• Goods / services / assets planned to be procured versus
procured within specified standards (%)
90 95 95 95 95
• Targeted local enterprise procurement (%) 80 85 90 90 90
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 14
6.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality …continues…
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Information /
communication
technology management
• ICT master plan targets met (%) 60 70 75 80 90
Information / knowledge
management
• Compliance to information / knowledge management policy
(%)
20 70 75 80 85
• Knowledge planned to be documented versus documented
(%)
70 75 80 85 100
Asset management
(Fixed assets and
consumables)
• Fixed assets registered versus actual assets (%) 10 5 4 3 2
• Movable assets registered versus actual assets (%) 20 19 18 17 16
Programme / project
management
• Programme / projects completed on time (%) 75 80 85 90 90
• Programmes / projects completed within budget (%) 75 80 90 90 90
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 15
7. STRATEGY PERSPECTIVE
LGTAS FOCUS AREAS
A: Service delivery
B: Spatial conditions
C: Governance
D: Financial management
E: Local economic development
F: Labour relations
7.1 Strategic Goal 1: To provide sustainable services to the community
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Physical
infrastructure
services
Roads (urban and
rural)
• Pave 24.8 km of new roads
• Construct 90%of new gravel roads
planned
• Maintain 26.5km paved roads
• Maintain 560km gravel roads
• Construct 4.18km new storm water
drainage
• Maintain 32km storm water drainage
• A plan to pave / tar gravel roads (backlog of 148km)
implemented
Ex man
infrastruc.
Quarterly
progress
reports
A, B, C, E
• A plan to construct new paved roads implemented
(including storm water drainage)
Ex man
infrastruc.
Quarterly
progress
reports
• An integrated plan to address road requirements in
rural settlements implemented
Ex man
infrastruc. &
eco services
Quarterly
progress
reports
• The road maintenance plan implemented (storm
water and drainage included)
Ex man
infrastruc.
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 16
7.1 Strategic Goal 1: To provide sustainable services to the community…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Water (urban and
rural)
• Meet 100%of water quality standards
• Ensure a water loss reduction of 24%from
current baseline
• Provide 100%of site and services
connections planned
• Install 7300 water connections
• Achieve 85%of planned water network
maintenance
• Ensure 100%of bulk water capacity
available of demand
• Reduce the water connections backlog with
1300
• The water network infrastructure maintenance plan
implemented
Ex man
infrastruc.
Quarterly
progress
reports
A, B, C, E
• Water demand management plan implemented Ex man
infrastruc.
Quarterly
progress
reports
• Water infrastructure master plan implemented Ex man
infrastruc.
Quarterly
progress
reports
• Plan to address National water targets implemented Ex man
infrastruc.
Quarterly
progress
reports
Sanitation (urban and
rural)
• Ensure 76%of bulk sanitation capacity
available on demand
• Comply 80%to effluent treatment
standards
• Achieve 6450 new water borne sanitation
connections
• Improve access to sanitation services by
2500
• A reviewed plan to develop non water borne
sanitation solutions submitted for approval
Ex man
infrastruc.
End Nov
2010
A, B, C, E
• Master sanitation plan implemented Ex man
infrastruc.
Quarterly
progress
reports
• Sanitation network maintenance plan implemented Ex man
infrastruc.
Quarterly
progress
reports
Electricity (urban and
rural)
• Ensure 100%of bulk electricity supply
capacity of demand
• Ensure 100%of electricity distribution
capacity of demand
• Comply 95%to quality of supply standards
• Install n new connections
• Ensure street lighting functionality of 90%
• Provide 90%of planned new street lights
• Electricity master plan implemented Ex man
infrastruc.
Quarterly
progress
reports
A, B, C, E
• Firm capacity in distribution system restored
(including sufficient capacity for heating)
Ex man
infrastruc.
Quarterly
progress
reports
• Occupation health and safety hazards in distribution
networks reduced
Ex man
infrastruc.
Quarterly
progress
reports
• Electricity consumption risk management plan
implemented (fraud, vandalism, etc.)
Ex man
infrastruc.
Quarterly
progress
reports
• Electricity network maintenance plan implemented Ex man
infrastruc.
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 17
7.1 Strategic Goal 1: To provide sustainable services to the community…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Electricity (urban and
rural) …continues…
• Ensure 100%of bulk electricity supply
capacity of demand
• Ensure 100%of electricity distribution
capacity of demand
• Comply 95%to quality of supply standards
• Install n new connections
• Ensure street lighting functionality of 90%
• Provide 90%of planned new street lights
• Street and traffic light maintenance plan implemented Ex man
infrastruc.
Quarterly
progress
reports
A, B, C,
E
continues
…
• Electrification of Eskom supply within their areas of
supply facilitated (political and administrative
engagement)
MM / Mayor Quarterly
progress
reports
• Quality of supply measurement system implemented Ex man
infrastruc.
Quarterly
progress
reports
Social services
Community
development (primary
health care services,
social upliftment
services, library
services, heritage
promotion, sport and
recreation
development
facilitation); public
safety services; social
amenities
management
• Provide 90%of planned primary health
care services
• Provide 90%of planned social upliftment
services
• Provide 90%of planned library services
• Meet 90%of planned heritage promotion
programmes
• Provide 90%of planned sport and
recreation development facilitation
• Provide 90%of planned traffic / security
services planned
• Provide 90%of planned licensing /
registration services
• Provide 90%of planned social amenities
management services
• Provide 90%of planned sporting facilities
• Develop and implement the primary health care
services plan on an agency basis
Ex man
social
services
End J an
2010
Quarterly
progress
reports
A, B, E
• Implement the social upliftment plan (including
women, children, people with disabilities, poverty
reduction, management of thusong centres)
Ex man
social
services
Quarterly
progress
reports
• Develop and implement the library services plan
(including addressing the issue of free library
access)
Ex man
social
services
End J an
2010
Quarterly
progress
reports
• Develop and implement a heritage promotion
programme plan
Ex man
social
services
End J an
2010
Quarterly
progress
reports
• Implement the sport and recreation development
facilitation plan (including leveraging on 2010 FIFA
Soccer World Cup opportunities)
Ex man
social
services
Quarterly
progress
reports
• Develop and implement a traffic / security services
plan
Ex man
social
services
End April
2010
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 18
7.1 Strategic Goal 1: To provide sustainable services to the community…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Social services
Community
development (primary
health care services,
social upliftment
services, library
services, heritage
promotion, sport and
recreation
development
facilitation); public
safety services; social
amenities
management
…continues…
• Provide 90%of planned primary health
care services
• Provide 90%of planned social upliftment
services
• Provide 90%of planned library services
• Meet 90%of planned heritage promotion
programmes
• Provide 90%of planned sport and
recreation development facilitation
• Provide 90%of planned traffic / security
services planned
• Provide 90%of planned licensing /
registration services
• Provide 90%of planned social amenities
management services
• Provide 90%of planned sporting facilities
• The licensing / registration services plan
implemented
Ex man
social
services
Quarterly
progress
reports
A, B, E
continuo
us…
• The social amenities management services plan
implemented
Ex man
social
services
Quarterly
progress
reports
• Input provided into community policing forum Ex man
social
services
As
required
Economic services
Local economic
development
(tourism promotion,
SMME development);
urban and rural
development planning;
human settlement
planning
• Provide 90%of planned tourism promotion
services
• Develop 90%of planned SMME
developments
• Provide 90%of planned urban
development services
• Provide 90%of planned rural development
services
• Provide 90%of planned human settlement
facilitations services
• The LED strategy reviewed and implemented
(including tourism promotion and SMME
development and a plan to reduce unemployment in
collaboration with other government spheres and
private sector and ward based community)
Ex man
economic
services
End Feb
2010
Quarterly
progress
reports
A, B, C,
E
• An integrated human settlement Planning master
plan developed and implemented (This plan to
inform all other physical infrastructure plans and
align with national targets)
Ex man
economic
services
End Feb
2010
Quarterly
progress
reports
• The spatial development framework reviewed and
implemented (This framework to inform all other
physical infrastructure plans and align with national
targets)
Ex man
economic
services
End J an
2010
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 19
7.1 Strategic Goal 1: To provide sustainable services to the community…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Economic services
Local economic
development
(tourism promotion,
SMME development);
urban and rural
development planning;
human settlement
planning
…continues…
• Provide 90%of planned tourism promotion
services
• Develop 90%of planned SMME
developments
• Provide 90%of planned urban
development services
• Provide 90%of planned rural development
services
• Provide 90%of planned human settlement
facilitations services
• A rural development strategy developed and
implemented (This strategy to inform all other
physical infrastructure plans and align with national
targets)
Ex man
economic
services
End Feb
2010
Quarterly
progress
reports
A, B, C,
E
continuo
us…
• A land management entity established Ex man
economic
services
End
March
2010
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 20
7.2 Strategic Goal 2: To promote a sustainable environmental management system
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Open space
management
(Parks, cemeteries)
• Parks planned versus provided 90%
• Cemeteries services planned versus
provided 90%
• Parks services planned versus provided
90%
• The city aesthetics plan implemented Ex man IEM Quarterly
progress
reports
A, B, E
• An open space management master plan developed
and implemented (parks, cemeteries)
Ex man IEM End Aug
2010
Quarterly
progress
reports
Municipal health
(Waste management;
public health)
• Waste management services planned
versus provided 90%
• Public health services planned versus
provided 90%
• An integrated waste management plan developed
and implemented
Ex. Man IEM End J an
2010
Quarterly
progress
reports
A, B, E
• The refuse removal optimisation plan implemented Ex. Man IEM Quarterly
progress
reports
Environmental
compliance
facilitation
• Environmental compliance facilitation
services planned versus provided 90%
• An environmental compliance facilitation strategy
implemented
Ex Man IEM Quarterly
progress
reports
A, B, C
• Environmental management framework reviewed
and implemented
Ex Man IEM End J une
2010
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 21
7.3 Strategic Goal 3: To provide sustainable governance for local communities
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Broaden local
democracy
• Establish 100%of ward committees
planned to be established
• Achieve a ward committee functionality
rating of 90%
• Achieve a compliance Legislation rating of
100%
• Achieve a counsel committee functionality
rating of 90%
• Obtain 65%of planned public participation
• Conduct 90%of planned public
participation events
• The community Participation Plan implemented Ex man
political
office
Quarterly
progress
report
A, C
• The Ward Committee Capacitation Plan
implemented
Ex man
political
office
Quarterly
progress
report
• The Councillors Training Programme implemented Ex man
political
office
Quarterly
progress
report
• A training policy for Councillors developed and
implemented
Ex man
political
office
End J an
2010
Quarterly
progress
report
• Provide input into a National policy framework for
delegation of powers for the Troika and MM
Ex man
political
office (chief
of staff)
End
March
2011
Quarterly
progress
report
• A street, block and village committees establishment
plan
Ex man
political
office
End J une
2010
Quarterly
progress
report
• A strategy to improve ward based projects steering
committees developed and implemented
Ex man
political
office
End Aug
2010
Quarterly
progress
report
• A policy on safety of counsellors and their properties
developed
Ex man
political
office / exec.
Man social
services
End Sept
2010
Quarterly
progress
report
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 22
7.3 Strategic Goal 3: To provide sustainable governance for local communities…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Local government
accountability
• Submit 100%of reports required in terms
of legislation within agreed upon time
• Finalise 85%of community queries /
petitions received
• Community petitions received responded to within
agreed upon service levels
Ex man
political
office
Quarterly
progress
report
A, C, E
• A community relations management strategy
developed and implemented
COO End J une
2010
Quarterly
progress
report
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 23
7.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Corporate
governance
practices
(Legal compliance,
risk management,
oversight, etc.)
• Review / develop 90%of policies planned
to be developed / reviewed
• Comply 100%to regulatory framework
• Execute 100%of council resolutions
made
• Take corrective action on 100%of audit
queries received
• The municipal risk management plan implemented
(including Anti Fraud and Corruption Strategy)
All ex man Quarterly
progress
report
C
• Performance of audit committee monitored
(Financial audit committee and performance audit
committee
Executive
Mayor
Annually
• The level of implementation of audit action plans
improved
All ex man Quarterly
progress
reports
• A system to support the management of council
resolutions implemented (identification, distribution,
follow up, etc.)
Ex man
Corp
End J an
2010
Quarterly
progress
reports
Business
leadership /
management
(Planning, structuring,
culture, performance
management;
stakeholder relations
management; asset
management)
• Achieve an organisational climate /
employee satisfaction rating of not less
than 58%
• Meet 95%of business targets set
• Achieve an internal client satisfaction
rating of 80%
• Achieve an external client satisfaction
rating of 80%
• Achieve an organisational image rating of
85%by 10/11
Sign SLA’s required within agreed upon
time in 100%of cases
• Establish 95%of planned stakeholder
consultative forums
• Achieve 5 clean audit report
• Approved structure reviewed MM End J une
Annually
A, C
• New delegations of authority reviewed and
implemented
MM End J une
Annually
• An organisation climate / employee satisfaction
survey conducted
Ex. Man
Corporate
Support
Services
Bi-
annually
• A plan to improve the organisation culture based on
survey results implemented (including dealing with
core business values in service delivery)
All ex man Half yearly
reports
• An organisational performance management system
developed and implemented
COO End Dec
Quarterly
progress
reports
• Internal service charter developed between staff and
line functions
Line ex man
/ Staff ex
man
End Dec
2009
• External client satisfaction survey conducted and
improvement plans based on results developed
COO / Ex
man
Bi-
annually
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 24
7.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Business
leadership /
management
(Planning, structuring,
culture, performance
management;
stakeholder relations
management; asset
management)
…continues…
• Achieve an organisational climate /
Achieve an organisational climate /
employee satisfaction rating of not less
than 58%
• Meet 95%of business targets set
• Achieve an internal client satisfaction
rating of 80%
• Achieve an external client satisfaction
rating of 80%
• Achieve an organisational image rating of
85%by 10/11
Sign SLA’s required within agreed upon
time in 100%of cases
• Establish 95%of planned stakeholder
consultative forums
• Achieve 5 clean audit report
• A call centre improvement plan implemented COO Quarterly
progress
reports
A, C
continues
…
• SLA’s development protocol established and
implemented
Corporate
services
End
March
2010
Quarterly
progress
reports
• An IGR strategy in line with legislative requirements
developed (including the West Rand Uni-City
initiative)
Ex man: CS End J une
2010
• Geographical place names / street names renaming
policy developed and implemented
Ex man: CS End Feb
2010
Quarterly
progress
reports
• A marketing communication strategy implemented COO Quarterly
progress
reports
• An integrated events management strategy
developed and implemented
COO End Feb
2010
Quarterly
progress
reports
• 2010 FIFA soccer world cup strategy implemented COO End J une
2010
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 25
7.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Resource
management
C, F
People
management
• Fill 90%of funded positions
• Meet 85%of competence development
plan targets
• Meet 90%of equity plan targets
• Attend to 95%of labour relations issues
lodged within regulatory guidelines
• The municipal HR plan implemented Ex man: CS
all ex man
Quarterly
progress
reports
• The training and development plan developed and
implemented
Ex man: CS
all ex man
End J an
2010
Quarterly
progress
reports
• Formal job descriptions in line with new structure
developed and implemented
Ex man: CS
all ex man
End
March
2010
Quarterly
progress
reports
• A performance management system for all staff
implemented
Ex man: CS
all ex man
Quarterly
progress
reports
• The EAP programme reviewed and implemented Ex man: CS
all ex man
End J une
2010
Quarterly
progress
reports
• The role of LLF clarified Ex man: CS
all ex man
End Nov
2009
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 26
7.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
STRATEGIES
Accountability
Target date
/ timeframe
Provincial
priority
linkage
Financial
management
• Achieve a variance on operational budget
spent of not more than 5%
• Achieve a variance on capital budget
spent of not more than 15%
• Collect 96%of budgeted revenue
• Increased revenue base by 9%
• Procure 95%of goods / services / assets
planned to be procured within specified
standards
• Achieve targeted local enterprise
procurement of 90%
• Municipal financial management system
improvement plan developed and implemented
CFO End
March
2010
Quarterly
progress
reports
A, C, D
• Supply chain policy reviewed and implemented (with
special emphasis on targeted local procurement)
CFO End Dec
2009
Quarterly
progress
reports
• The revenue enhancement strategy implemented CFO Quarterly
progress
report
Information /
communication
technology
management
• Meet 90%of the ICT master plan targets • ICT strategy developed including reviewed master
systems plan
COO End J une
2010
Quarterly
progress
reports
A, C
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 27
7.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
STRATEGIES
Accountability
Target date
/ timeframe
Provincial
priority
linkage
Information /
knowledge
management
(including research
and development)
• Comply 85%to information / knowledge
management policy
• Document 100%of knowledge planned to
be documented
• Plan to improve the quality / integrity of municipal
management information system
COO Quarterly
progress
reports
A, B, C,
D, E, F
• An archiving management plan developed and
implemented
Ex man: CS End
March
2010
Quarterly
progress
reports
• A PAIA unit established Ex man: CS End J une
2010
Quarterly
progress
reports
• A knowledge management plan developed
(including research)
COO End
March
2010
Quarterly
progress
reports
• Research alternative methodologies to improve
service delivery
EXCO
members
Bi-annual
progress
reports
• Housing backlog information with services backlog
information aligned
Ex man:
economic
services /
infrastruc.
End Nov
2009
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 28
7.4 Strategic Goal 4: To ensure sound governance practices within the Municipality …continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
STRATEGIES
Accountability
Target date
/ timeframe
Provincial
priority
linkage
Asset
management
• Achieve a fixed assets recorded versus
actual assets variance of not more than
2%
• Achieve a movable assets recorded
versus actual assets variance of not more
than 16%
• Asset management policy developed in line with
GRAP implemented
CFO End Feb
2010
Quarterly
reports
C, D
• General valuation roll in line with municipality
property rates Act implemented
CFO End J une
annually
Programme /
project
management
• Complete 90%of programmes / projects
within time
• PMO implemented COO End J une
2010
A, B, C, D
• Complete 90%of programmes / projects
within budget
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 29
8. PROJECTS PER AREA PERSPECTIVE
Legend: Red =hotspots for turnaround
H =high perceived impact on quality of life improvement in a hot spot or dependability of Municipality for functionality
M =highest perceived impact on quality of life improvement not in a hot spot
L =lower perceived impact on quality of life improvement
8.1 Strategic Goal 1: To provide sustainable services to the community
Objective Lusaka Kagiso Azaadville Krugersdorp
Physical
infrastructure
• Roads H
• PR 2 / Ext 2 road and
stormwater projects
(MIG) (H)
• PR 10 / Ext 1 road and
stormwater projects
(MIG) (H)
H
• Upgrading of Ulthwanong
stormwater (H)
• Tertiary roads maintenance
(H)
• Main arterial road
maintenance (M)
• Rangeview Ext 2 roads and
stormwater (M)
• Water H
• Ext 2 renewals planning
and design (MIG) (H)
• Flip Human
refurbishment (WWTW)
(MIG) (H)
• Rangeview Ext 2 water and
sanitation (M)
• Percy Stuart upgrade
(WWTW) (MIG) (H)
• Sanitation
• Electricity • Chamdor substation
upgrade (M)
jjh
• Substation upgrade (H)
H
• Krugersdorp North
substation upgrade (H)
• Boltonia substation upgrade
(H)
• Rangeview infrastructure
development (M)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 30
8.1 Strategic Goal 1: To provide sustainable services to the community…continues…
Objective Lusaka Kagiso Azaadville Krugersdorp
Social services
• Community
development
• Upgrading sport complex
(Rietvallei Ext 2&3) (H)
• Construction of library
(Rietvallei Ext 2&3) (H)
• Swimming pool (grant) (L)
• Upgrading of sport complex
(M)
• Construction of new library
(Ext 6) (M)
• Swimming pool (M) • Swimming pool (West) (M)
• Upgrading of sport complex
(J ohanne Botha park) (L)
• Refurbishment of MPCC
(West) (M)
• Public safety
services
H H
• Cashier counter safety glass
(licensing department) (H)
• Social
amenities
management
H H H
Economic
services
• Local
economic
development
H
H
• Taxi rank trading
infrastructure (M)
• Urban
development
planning
• NDPG projects (M) H
• NDPG projects (H)
• Mining land development
plan (SLP) (M)
H
• Mining land development plan
(SLP) (M)
• Rural
development
planning
• Human
settlement
planning
H
• Feasibility studies (hostel)
(M)
• Chief Mogale housing
project (grant) (M)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 31
8.1 Strategic Goal 1: To provide sustainable services to the community…continues…
Objective Munsieville Muldersdrift Tarlton Magaliesburg Hekpoort
Physical
infrastructure
• Roads H
• Ethembalethu Village
Access Route (own
funds) (H)
• Rietfontein Village
Access road (own
funds) (H)
• Rural less formal
township (LEFTE) Site
and service, access
gravel roads and
surface stormwater run
off provision (H)
H
• PR 15 Western rural
new paved roads and
stormwater (design
and EIA) (MIG) (H)
• Rural formal township
(LEFTE) Site and
service, access
gravel, roads and
surface stormwater
run off provision (H)
H
• PR 15 Western rural
new paved roads and
stormwater (design
and EIA) (MIG) (H)
• Rural formal township
(LEFTE) Site and
service, access
gravel, roads and
surface stormwater
run off provision (own
funds) (H)
H
• PR 15 Western rural
new paved roads and
stormwater (design
and EIA) (MIG) (H)
• Rural formal township
(LEFTE) Site and
service, access
gravel, roads and
surface stormwater
run off provision (own
funds) (H)
• Water H
• Ethembalethu village
bulk water and
sanitation (H)
• Rietfontein village water
and sanitation (H)
H H H
• Sanitation H H
• Outfall sewer planning
and design (M)
• Emergency site and
services (H)
• Elandsdrift pipeline (H)
H
• Emergency site and
services (H)
H
• Bulk water supply (H)
• Emergency site and
services (H)
H
• Emergency site and
services (H)
• Electricity H
• Substation
upgrade (H)
• Investigate alternative
sources of energy (L)
• Investigate
alternative sources of
energy (L)
• Investigate
alternative sources of
energy (L)
• Investigate
alternative sources of
energy (L)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 32
8.1 Strategic Goal 1: To provide sustainable services to the community…continues…
Objective Munsieville Muldersdrift Tarlton Magaliesburg Hekpoort
Social services
• Community
development
• Sports hub
(MIG) (M)
H
• Sport complex flood
lights (H)
H
• Construction of
library (H)
H
• Upgrading of sport
complex (Gamogale) (H)
H
• Public safety
services
H H H H
• Social
amenities
management
H
Economic
services
• Local
economic
development
H H
• Business information
platforms (H)
• Hawkers trading
infrastructure (H)
H
• Business information
platforms (H)
H
• Business information
platforms (H)
• Hawkers trading
infrastructure (H)
H
• Business
information
platforms (H)
• Urban
development
planning
H
• NDPG
projects (H)
H
• Rural
development
planning
H
• Agriculture venture
creation projects
(grant) (M)
• Site and services
project (H)
• Land acquisition (H)
• Rural development
project (H)
• Eviction support
project (H)
H
• Agriculture venture
creation projects
(grant) (M)
• Site and services
project (H)
• Commonages project
(H)
• Land acquisition
project (H)
• Rural development
project (H)
• Eviction support
project (H)
H
• Agriculture venture
creation projects (grant)
(M)
• Site and services project
(H)
• Commonages project (H)
• Land acquisition project
(H)
• Rural development
project (H)
• Eviction support project
(H)
H
• Agriculture venture
creation projects
(grant) (M)
• Site and services
project (H)
• Land acquisition
project (H)
• Rural development
project (H)
• Eviction support
project (H)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 33
8.1 Strategic Goal 1: To provide sustainable services to the community…continues…
Objective Munsieville Muldersdrift Tarlton Magaliesburg Hekpoort
Economic
services
…continue…
• Human
settlement
planning
H
• Housing
planning
projects (H)
• Ext 5 housing
project (grant)
(H)
H
• Housing planning
projects (H)
• Rietfontein and
Enthebalethu housing
projects (grant) (H)
H
• Housing planning
projects (H)
H
H
• Housing planning projects
(H)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 34
8.2 Strategic Goal 2: To promote a sustainable environmental management system
Objective Lusaka Kagiso Azaadville Krugersdorp
Open space
management
H
• Development of parks
(MIG & own) (H)
• Upgrading of cemetery
(MIG & own) (H)
• Development of parks
(MIG & own) (M)
• Beautification and parks
development (M)
Municipal health H
• Capping & Rehab of
landfill (MIG & own) (H)
• Landfill expansion
(Luipaardsvlei) (MIG) (H)
Environmental
compliance
facilitation
8.2 Strategic Goal 2: To promote a sustainable environmental management system…continues…
Objective Munsieville Muldersdrift Tarlton Magaliesburg Hekpoort
Open space
management
H
H
H
• Beautification and
parks development
(H)
H
Municipal health H H H
• Capping & Rehab
of landfill (MIG &
own) (H)
• New landfill site
(MIG) (H)
H
Environmental
compliance
facilitation
H H H
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 35
8.3 Strategic Goal 3: To provide sustainable governance for local communities
Objective Lusaka Kagiso Azaadville Krugersdorp
Broaden local
democracy
H
Local
government
accountability
H H
8.3 Strategic Goal 3: To provide sustainable governance for local communities…continues…
Objective Munsieville Muldersdrift Tarlton Magaliesburg Hekpoort
Broaden local
democracy
H
Local
government
accountability
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 36
9. CROSS CUTTING PROJECTS (ALL AREAS)
9.1 Strategic Goal 1: To provide sustainable services to the community
OBJECTIVE CROSS CUTTING PROJECTS
Physical infrastructure
• Roads
• Water • Water and wastewater network maintenance (H)
• Bulk water purchases (H)
• Water demand management DWEA Grant funding (all municipal areas) (including prepaid water
meters) (MIG) (H)
• Sanitation • Rental: Vacuum tanker services (H)
• Rental: Toilets (H)
• Rental: Water tankers (M)
• Electricity • Condale substation upgrade (H)
• Conversion of overhead lines to bundle conductors (M)
• Conversion of 6.6kv transformers to 11kv transformers (M)
• Street light maintenance (M)
• High voltage maintenance (33/11kv) (M)
• Medium voltage maintenance (6.6kv) (M)
• Low voltage maintenance (400v) (M)
• Maintenance of metering and protection systems (M)
• Condale high voltage line upgrade to Krugersdorp, Chamdor, Boltonia, Spruit (H)
• Security of substations (M)
• Bulk purchases of electricity (H)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 37
9.1 Strategic Goal 1: To provide sustainable services to the community…continues…
OBJECTIVE CROSS CUTTING PROJECTS
Social services
• Community development • HIV/ AIDS and health facilities (grant) (H)
• Assistance to indigent households (H)
• Equipment for the library (grant) (L)
• Early child development programmes (H)
• Public safety services • Social crime prevention (H)
• Offence recognition system (H)
• Electronic pay point (L)
• Speed law enforcement (H)
• Road and safety awareness (M)
• Security of infrastructure other than substations (H)
• Social amenities
management
Economic services
• Local economic
development
• Business development support services (H)
• Tourism marketing (H)
• Tourism information research (M)
• Plato mentorship (M)
• Urban development
planning
• Town planning scheme (M)
• Illegal land use audit (H)
• Rural development
planning
• Human settlement
planning
• Housing master plan(M)
• Integrated housing policy (M)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 38
9.2 Strategic Goal 2: To promote a sustainable environmental management system
OBJECTIVE CROSS CUTTING PROJECTS
Open space management • Procurement of minor plant for grass cutting services
• Development of open space management master plan
Municipal health • Integrated waste management plan
• Integrated air quality management plan
• Optimisation of refuse removal
Environmental
compliance facilitation
• Review of the environmental management framework
• Development of the generic environmental management plan
• Implementation of telecommunication mast policy
• Implementation of rezoning policy
• Implementation of consent use policy
• Implementation of compliance and auditing strategy
• Implementation of sustainable environmental management policy
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 39
9.3 Strategic Goal 3: To provide sustainable governance for local communities
OBJECTIVE CROSS CUTTING PROJECTS
Broaden local democracy • Establishment and improvement of Web-based ward committee data management system
• Research on ward participatory system for authentic and integrated ward profiles
• Workshops on community-based planning
• Launch of Mogale City dialogues
• Workshop on ward committee resource book and ward committee handbook
• Public participation campaign on rights and responsibilities
• Launch of the best performing ward committee award process
• Implementation of training modules for ward committees
• Establishment and maintenance of stakeholder register
• Development of community complaints management systems protocol
Local government
accountability
• Sustaining and introduction of training modules and programmes for capacity building of councillors
• Coordination of monthly schedules of councillors and ward committees
• Develop support and coordination of councillor support and empowerment
• Coordination of monthly submission of reports (ward committee meetings, etc.)
• Coordination of quarterly submission of IDP / budget performance report
• Monitoring of community survey programmes
• Monitoring of opinions of ward based community structures
• Promote new forms of public participation processes in decision making
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 40
10. WAY FORWARD
1. Receive report from facilitator on 12 March 2010
2. Present and obtain political input by 16
th
March 2010
3. Finalise turnaround strategy by 18
th
March 2010 – COO
4. Distribute turnaround strategy to executive managers for further distribution to all concern by 19
th
March 2010
5. Implementation through normal management system (operationalise, implementing and monitoring strategic plan)
6. Submit document to all relevant key stakeholders by 31
st
March 2010
Appendices
APPENDIX A
CORE BUSINESS VALUES
• Integrity (transparency / honesty / ethical / objective / neutral / impartial)
• Accountability (responsible / taking ownership / productive / efficient)
• Diligence (self driven / committed / motivated / passionate / enthusiastic / assertive)
• Emotional intelligence (considerate / compassionate / empathy / caring / self-management)
• Participative (consultative / cooperative / teamwork / collaborative / communicative / sharing)
• Responsiveness (customer friendly / customer focussed / need driven / quality conscious / proactive / flexible / initiative /
creative / innovative / decisive)
• Professionalism (timeliness / presentable / approachable / knowledgeable / disciplined / organised)
APPENDIX B
MOGALE CITY STRATEGIC PLANNING SYSTEM
doc_324944480.pdf
This document about mogale city local municipality revised turnaround strategy 2009 2014.
Mogale City
Local Municipality
Revised Turnaround Strategy 2009 - 2014
“ Business as Unusual:
Five years of accelerated service delivery and transformation”
TABLE OF CONTENTS
Page
1. Introduction 1
2. Purpose of the workshop 1
3. Approach 2
4. Business Definition 3
5. SWOT 6
6. Target perspective 9
7. Strategy perspecti ve 15
8. Projects per area perspective 29
9. Cross cutting projects (all areas) 36
10. Way forward 40
APPENDICES
APPENDIX A
Core business values
APPENDIX B
Mogale City strategic planning system
Facilitated by: Johan Swart
082 440 8055
GROUP DYNAMICS FACILITATORS
1986/015267/23
P O Box 2167, Montana Park, 0159
Tel: +27 12 548 1142
Fax: +27 12 548 0705
Email: [email protected]
B BE EN NC CH HM MA AR RK K F FA AC CI IL LI IT TA AT TI IO ON N S SO OL LU UT TI IO ON NS S
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 1
1. INTRODUCTION
A strategic planning workshop was held, on 11 and 12 March 2010 at the Usambara Conference Centre, Krugersdorp, to review the
Mogale City Local Municipality turnaround strategy. This document reflects a summary of the results of the session.
2. PURPOSE OF THE WORKSHOP
The purpose of the workshop was to achieve the following outputs:
• Business Definition
o Vision
o Mission
o Motto
o Strategic goals and objectives framework
o Product and service portfolio
o Core business values
o Stakeholder framework
• Internal environmental analysis
• External environment analysis
• SWOT Analysis
• Target Perspective
• Strategy Perspective
• Projects per area perspective
• Cross cutting projects (all areas)
• Project priorities
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 2
3. APPROACH
The approach followed was output-orientated and participative by nature. In order to achieve the highest degree of consensus,
information technology was utilised to achieve the highest quality information in the shortest time.
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 3
4. BUSINESS DEFINITION
VISION
Quality service delivery for all in Mogale City
MISSION
To provide an integrated Municipal Governance System for improved quality of life for all communities of
Mogale City
MOTTO
City of Human Origin
STRATEGIC GOALS AND
OBJECTIVES FRAMEWORK
• To provide sustainable services to the community
o Physical infrastructure services
o Social services
o Economic services
• To promote a sustainable environmental management system
o Open space management (parks, cemeteries)
o Municipal health (waste management, public health)
o Environmental compliance facilitation
• To provide sustainable governance for local communities
o Broaden local democracy
o Local government accountability
• To ensure sustainable governance practices within the Municipality
o Corporate governance practices (legal compliance, oversight)
o Business leadership / management (planning, structuring, culture, performance management,
stakeholder relations management, communication)
o Resource management (people management, financial management, ICT management,
information / knowledge management, asset management)
o Programme / project management
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 4
BUSINESS DEFINITION …continues…
PRODUCTS AND SERVICE
PORTFOLIO
• Physical infrastructure
o Municipal buildings
o Plant & equipment (fleet, machines, facilities, etc.)
o Municipal infrastructure (roads, electricity, sanitation, water)
• Social services
o Community development (primary health care agency services, social upliftment services, library
services, heritage promotion, sport and recreation development facilitation)
o Public safety services
o Social amenities management
• Economic services
o Local economic development (tourism promotion, SMME development)
o Urban development planning
o Rural development planning
o Human settlement planning
• Environmental management
o Open space management (parks, cemeteries)
o Municipal health (waste management, public health, etc.)
o Environmental compliance facilitation
CORE BUSINESS VALUES • Integrity
• Accountability
• Diligence
• Emotional intelligence
• Participative
• Responsiveness
• Professionalism
See Appendix A for complete list
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 5
BUSINESS DEFINITION …continues…
STAKEHOLDER FRAMEWORK
• Clients
o Communities (NGO’s, CBO’s, business)
• Service providers (inbound)
o Funds
o Expertise
o Technology
o Infrastructure / facilities
o Information
• Regulators
o Auditor General
o Standing Committees
o Government Departments
• Strategic partners
o Public-public partnerships (including other municipalities, Provincial Government, National
Government, etc.)
o Public-private partnerships
• Service providers (outbound)
o Consultants / contractors
• Organised Labour
• Employees / interns
• Media
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 6
5. SWOT ANALYSIS
STRENGTHS
WEAKNESSES
(AREAS TO BE DEVELOPED)
Physical infrastructure
• Municipal buildings (habitable, functional)
• Plant & equipment (new fleet, fleet maintenance contract, fleet
tracking system, fuel management system)
• Municipal infrastructure
o Roads (compliance with national road’s legislation,
functional roads)
o Electricity (quality, sustainability, compliance to
regulatory framework)
o Sanitation (compliance, functionality, maintenance
contract)
o Water (compliance with relevant standards, functional)
Social services
• Public safety services
• Community development
• Social amenities management
• Sport and recreation development facilitation
Economic services
• Urban and rural development planning, human settlement planning
• Local economic development (development towards North, West
and South)
Corporate governance practices
• Legal compliance
• Oversight
Environmental management system
• Open space management
• Municipal health
Governance for local communities
• Local government accountability
Physical infrastructure
• Municipal buildings (maintenance, shortage of space)
• Plant & equipment (old, under maintained, non-availability)
• Municipal infrastructure
o Lack of bulk infrastructure for new developments
o Roads (lack of roads in rural areas, road
maintenance)
o Electricity (distribution capacity, under resourced,
lack of electricity in rural)
o Sanitation (waste water treatment works capacity,
lack of sanitation infrastructure in CBD)
o Water (under maintained infrastructure, bulk
infrastructure in rural areas, water loss)
Economic services
• Local economic development (township tourism, tourism
marketing, tourism promotion, SMME development)
Environmental management system
• Environmental compliance facilitation
Resource management
• People management (labour relations, policy compliance,
individual performance management)
• ICT management (network, ERP, delivery time)
• Information / knowledge management (data management,
abdicating roles and functions)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 7
• Broaden local democracy
SWOT ANALYSIS …continues…
STRENGTHS
WEAKNESSES
(AREAS TO BE DEVELOPED)
Business leadership / management
• Organisation culture (work ethic)
• Strategic positioning
• Stakeholder relations management / communication
• Business performance management (systems, policies)
Resource management
• Financial management
• Asset management
• Information / knowledge management (Deputy information officer
position)
Programme / project management
OPPORTUNITIES
THREATS
• Revenue generation / alternative sources of funds
• Inter governmental relations framework / stakeholder alliances
• ICT developments
• Economic diversification
o Tourism opportunities
o J ob creation opportunities
o International events
o Mining charter
o Agriculture
• Supportive legislative requirements
• Global city region initiative
• West Rand Uni-city
• A single public service
• Electricity restructuring initiatives (REDS)
• Non payment culture in community and government department
• Inadequate resources to deal with increasing demands (financial
constraints)
• Economic recession
• Poverty / unemployment impacting negatively on available
resources
• High electricity tariffs / penalties
• Electricity supply capacity
• Illegal connections
• Vandalism of infrastructure
• Gaps in legislation (eg. land use, inter-governmental fiscal
relations, electricity restructuring initiatives)
• Illegal land occupation and evictions
• Long lead times on EIA’s
• Insufficient of water resources
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 8
• Service delivery related social unrest
SWOT ANALYSIS …continues…
Vulnerabilities:
• Theft and vandalism of municipal assets
• HIV and AIDS pandemic
• Outdated statistics from Statistics South Africa used for decision making / planning (e.g. basis for funds allocation, grading of Municipalities)
• Land ownership challenges
• Climate change
• Geological, ecological complexities (dolomite, environmentally/ sensitive area)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 9
6. TARGET PERSPECTIVE
6.1 Strategic Goal 1: To provide sustainable services to the community
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Physical infrastructure
services
Roads (urban and rural) • New paved roads (km) 4.3 4.6 4.7 5.4 5.8
• Km of new gravel roads planned versus constructed (%) 90 90 90 90 90
• Paved roads maintained (km) 7.8 4.2 4.4 4.9 5.2
• Gravel roads maintained (km) 120 120 110 110 100
• New storm water drainage (km) 0.74 0.81 0.84 0.89 0.90
• Storm water drainage maintained (km) 6 6 6 7 7
Water (urban and rural) • Water quality standards met (%) 90 92 95 100 100
• Water loss reduction (%) 4 5 5 5 5
• New community water connections
(residential, business) 300 1000 1000 2000 3000 • Water connection backlog reduced
- 300 300 300 400 • Site and service connections planned versus provided (%) 100 100 100 100 100
• Water network maintenance planned versus performed (%) 60 70 75 80 85
• Bulk water capacity available versus demand (%) 100 100 100 100 100
Sanitation (urban and rural) • Bulk sanitation capacity available versus demand (%) 66 66 66 76 76
• Compliance to effluent treatment standards (%) 60 65 70 75 80
• New water borne sewer connections
150 300 1000 2000 3000 • New access to sanitation services within minimum standards
500 500 500 500 500
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 10
6.1 Strategic Goal 1: To provide sustainable services to the community…continues…
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Electricity (urban and rural) • Bulk electricity supply capacity versus demand (%) (including
electricity for heating)
100 100 100 100 100
• Electricity distribution capacity versus demand (%) 100 100 100 100 100
• Compliance to quality of supply standards (%) 95 95 95 95 95
• New connections in Mogale City distribution planned versus
provided (%)
80 80 80 80 80
• Street lighting functionality (%) 75 80 85 90 90
• New street lights planned versus provided (%) 80 85 90 90 90
Social services
Community development
(primary health care services,
social upliftment services,
library services, heritage
promotion, sport and
recreation development
facilitation); public safety
services; social amenities
management
• Primary health care services planned versus provided (%) 85 90 90 90 90
• Social upliftment services planned versus provided (%) 85 90 90 90 90
• Library services planned versus provided (%) 85 90 90 90 90
• Heritage promotion programmes planned versus provided (%) 85 90 90 90 90
• Sport and recreation development facilitation planned versus
provided (%)
85 90 90 90 90
• Traffic / security services planned versus provided (%) 85 90 90 90 90
• Licensing / registration services planned versus provided (%) 85 90 90 90 90
• Social amenities management services planned versus
provided (%)
85 90 90 90 90
• Sporting facilities planned versus available (%) 80 85 90 90 90
Economic services
Local economic development
(tourism promotion, SMME
development);
urban and rural development
planning; human settlement
planning
• Tourism promotion services planned versus provided (%) 85 90 90 90 90
• SMME development planned versus developed (%) 85 90 90 90 90
• Urban development services planned versus provided (%) 85 90 90 90 90
• Rural development services planned versus provided (%) 85 90 90 90 90
• Human settlement facilitations services planned versus
provided (%)
85 90 90 90 90
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 11
6.2 Strategic Goal 2: To promote a sustainable environmental management system
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Open space management
(Parks, cemeteries)
• Parks planned versus provided (%) 85 90 90 90 90
• Cemeteries services planned versus provided (%) 85 90 90 90 90
• Parks services planned versus provided (%) 85 90 90 90 90
Municipal health
(Waste management; public
health)
• Waste management services planned versus provided (%) 85 90 90 90 95
• Public health services planned versus provided (%) 85 90 90 90 90
Environmental compliance
facilitation
• Environmental compliance facilitation services planned versus
provided (%)
85 90 90 90 90
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 12
6.3 Strategic Goal 3: To provide sustainable governance for local communities
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Broaden local democracy • Ward committees planned to be established versus
established (%)
100 100 100 100 100
• Ward committee functionality rating (%) 60 70 70 80 90
• Compliance to Legislation (%) 100 100 100 100 100
• Council committees’ functionality rating (%) 60 70 70 80 90
• Public participation planned versus participation obtained (%) 45 50 55 60 65
• Public participation events planned versus conducted (%) 90 90 90 90 90
Local government
accountability
• Reports required in terms of legislation versus submitted
timeously (%)
100 100 100 100 100
• Community queries / petitions received versus finalised (%) 60 65 70 80 85
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 13
6.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Corporate governance
practices
(Legal compliance, oversight)
• Policies planned to be developed versus developed /
reviewed (%)
90 90 90 90 90
• Compliance to regulatory framework (%) 80 100 100 100 100
• Council resolutions made versus executed (%) 100 100 100 100 100
• Audit queries received versus corrective action taken (%) 100 100 100 100 100
Business leadership /
management
(Planning, structuring, culture,
performance management;
stakeholder relations
management; asset
management)
• Organisational climate / employee satisfaction rating (%) 45 50 53 55 58
• Business targets met (%) 85 90 90 95 95
• Internal client satisfaction rating (%) 50 60 70 75 80
• External client satisfaction rating (%) 50 60 70 75 80
• Organisational image rating (%) - 70 - 85 -
• SLA’s required versus signed within agreed upon time (%) 85 90 100 100 100
• Stakeholder consultative forums planned to be established
versus established (%)
85 90 95 95 95
• Clean audit report
1 1 1 1 1 Resource management
People management • Funded positions filled (%) 85 90 90 90 90
• Competence development plan targets met (%) 65 70 75 80 85
• Equity plan targets met (%) 80 85 90 90 90
• Labour relations issues lodged versus attended to within
regulatory guidelines (%)
90 90 95 95 95
Financial management • Variance on operational budget spent (%) 5 5 5 5 5
• Variance on capital budget spent (%) 15 15 15 15 15
• Revenue budgeted versus collected (%) 90 92 94 95 96
• Increased revenue base (%) 5 6 7 8 9
• Goods / services / assets planned to be procured versus
procured within specified standards (%)
90 95 95 95 95
• Targeted local enterprise procurement (%) 80 85 90 90 90
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 14
6.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality …continues…
STRATEGIC
OBJECTIVES
PERFORMANCE INDICATOR
TARGET
09/10
TARGET
10/11
TARGET
11/12
TARGET
12/13
TARGET
13/14
Information /
communication
technology management
• ICT master plan targets met (%) 60 70 75 80 90
Information / knowledge
management
• Compliance to information / knowledge management policy
(%)
20 70 75 80 85
• Knowledge planned to be documented versus documented
(%)
70 75 80 85 100
Asset management
(Fixed assets and
consumables)
• Fixed assets registered versus actual assets (%) 10 5 4 3 2
• Movable assets registered versus actual assets (%) 20 19 18 17 16
Programme / project
management
• Programme / projects completed on time (%) 75 80 85 90 90
• Programmes / projects completed within budget (%) 75 80 90 90 90
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 15
7. STRATEGY PERSPECTIVE
LGTAS FOCUS AREAS
A: Service delivery
B: Spatial conditions
C: Governance
D: Financial management
E: Local economic development
F: Labour relations
7.1 Strategic Goal 1: To provide sustainable services to the community
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Physical
infrastructure
services
Roads (urban and
rural)
• Pave 24.8 km of new roads
• Construct 90%of new gravel roads
planned
• Maintain 26.5km paved roads
• Maintain 560km gravel roads
• Construct 4.18km new storm water
drainage
• Maintain 32km storm water drainage
• A plan to pave / tar gravel roads (backlog of 148km)
implemented
Ex man
infrastruc.
Quarterly
progress
reports
A, B, C, E
• A plan to construct new paved roads implemented
(including storm water drainage)
Ex man
infrastruc.
Quarterly
progress
reports
• An integrated plan to address road requirements in
rural settlements implemented
Ex man
infrastruc. &
eco services
Quarterly
progress
reports
• The road maintenance plan implemented (storm
water and drainage included)
Ex man
infrastruc.
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 16
7.1 Strategic Goal 1: To provide sustainable services to the community…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Water (urban and
rural)
• Meet 100%of water quality standards
• Ensure a water loss reduction of 24%from
current baseline
• Provide 100%of site and services
connections planned
• Install 7300 water connections
• Achieve 85%of planned water network
maintenance
• Ensure 100%of bulk water capacity
available of demand
• Reduce the water connections backlog with
1300
• The water network infrastructure maintenance plan
implemented
Ex man
infrastruc.
Quarterly
progress
reports
A, B, C, E
• Water demand management plan implemented Ex man
infrastruc.
Quarterly
progress
reports
• Water infrastructure master plan implemented Ex man
infrastruc.
Quarterly
progress
reports
• Plan to address National water targets implemented Ex man
infrastruc.
Quarterly
progress
reports
Sanitation (urban and
rural)
• Ensure 76%of bulk sanitation capacity
available on demand
• Comply 80%to effluent treatment
standards
• Achieve 6450 new water borne sanitation
connections
• Improve access to sanitation services by
2500
• A reviewed plan to develop non water borne
sanitation solutions submitted for approval
Ex man
infrastruc.
End Nov
2010
A, B, C, E
• Master sanitation plan implemented Ex man
infrastruc.
Quarterly
progress
reports
• Sanitation network maintenance plan implemented Ex man
infrastruc.
Quarterly
progress
reports
Electricity (urban and
rural)
• Ensure 100%of bulk electricity supply
capacity of demand
• Ensure 100%of electricity distribution
capacity of demand
• Comply 95%to quality of supply standards
• Install n new connections
• Ensure street lighting functionality of 90%
• Provide 90%of planned new street lights
• Electricity master plan implemented Ex man
infrastruc.
Quarterly
progress
reports
A, B, C, E
• Firm capacity in distribution system restored
(including sufficient capacity for heating)
Ex man
infrastruc.
Quarterly
progress
reports
• Occupation health and safety hazards in distribution
networks reduced
Ex man
infrastruc.
Quarterly
progress
reports
• Electricity consumption risk management plan
implemented (fraud, vandalism, etc.)
Ex man
infrastruc.
Quarterly
progress
reports
• Electricity network maintenance plan implemented Ex man
infrastruc.
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 17
7.1 Strategic Goal 1: To provide sustainable services to the community…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Electricity (urban and
rural) …continues…
• Ensure 100%of bulk electricity supply
capacity of demand
• Ensure 100%of electricity distribution
capacity of demand
• Comply 95%to quality of supply standards
• Install n new connections
• Ensure street lighting functionality of 90%
• Provide 90%of planned new street lights
• Street and traffic light maintenance plan implemented Ex man
infrastruc.
Quarterly
progress
reports
A, B, C,
E
continues
…
• Electrification of Eskom supply within their areas of
supply facilitated (political and administrative
engagement)
MM / Mayor Quarterly
progress
reports
• Quality of supply measurement system implemented Ex man
infrastruc.
Quarterly
progress
reports
Social services
Community
development (primary
health care services,
social upliftment
services, library
services, heritage
promotion, sport and
recreation
development
facilitation); public
safety services; social
amenities
management
• Provide 90%of planned primary health
care services
• Provide 90%of planned social upliftment
services
• Provide 90%of planned library services
• Meet 90%of planned heritage promotion
programmes
• Provide 90%of planned sport and
recreation development facilitation
• Provide 90%of planned traffic / security
services planned
• Provide 90%of planned licensing /
registration services
• Provide 90%of planned social amenities
management services
• Provide 90%of planned sporting facilities
• Develop and implement the primary health care
services plan on an agency basis
Ex man
social
services
End J an
2010
Quarterly
progress
reports
A, B, E
• Implement the social upliftment plan (including
women, children, people with disabilities, poverty
reduction, management of thusong centres)
Ex man
social
services
Quarterly
progress
reports
• Develop and implement the library services plan
(including addressing the issue of free library
access)
Ex man
social
services
End J an
2010
Quarterly
progress
reports
• Develop and implement a heritage promotion
programme plan
Ex man
social
services
End J an
2010
Quarterly
progress
reports
• Implement the sport and recreation development
facilitation plan (including leveraging on 2010 FIFA
Soccer World Cup opportunities)
Ex man
social
services
Quarterly
progress
reports
• Develop and implement a traffic / security services
plan
Ex man
social
services
End April
2010
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 18
7.1 Strategic Goal 1: To provide sustainable services to the community…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Social services
Community
development (primary
health care services,
social upliftment
services, library
services, heritage
promotion, sport and
recreation
development
facilitation); public
safety services; social
amenities
management
…continues…
• Provide 90%of planned primary health
care services
• Provide 90%of planned social upliftment
services
• Provide 90%of planned library services
• Meet 90%of planned heritage promotion
programmes
• Provide 90%of planned sport and
recreation development facilitation
• Provide 90%of planned traffic / security
services planned
• Provide 90%of planned licensing /
registration services
• Provide 90%of planned social amenities
management services
• Provide 90%of planned sporting facilities
• The licensing / registration services plan
implemented
Ex man
social
services
Quarterly
progress
reports
A, B, E
continuo
us…
• The social amenities management services plan
implemented
Ex man
social
services
Quarterly
progress
reports
• Input provided into community policing forum Ex man
social
services
As
required
Economic services
Local economic
development
(tourism promotion,
SMME development);
urban and rural
development planning;
human settlement
planning
• Provide 90%of planned tourism promotion
services
• Develop 90%of planned SMME
developments
• Provide 90%of planned urban
development services
• Provide 90%of planned rural development
services
• Provide 90%of planned human settlement
facilitations services
• The LED strategy reviewed and implemented
(including tourism promotion and SMME
development and a plan to reduce unemployment in
collaboration with other government spheres and
private sector and ward based community)
Ex man
economic
services
End Feb
2010
Quarterly
progress
reports
A, B, C,
E
• An integrated human settlement Planning master
plan developed and implemented (This plan to
inform all other physical infrastructure plans and
align with national targets)
Ex man
economic
services
End Feb
2010
Quarterly
progress
reports
• The spatial development framework reviewed and
implemented (This framework to inform all other
physical infrastructure plans and align with national
targets)
Ex man
economic
services
End J an
2010
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 19
7.1 Strategic Goal 1: To provide sustainable services to the community…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Economic services
Local economic
development
(tourism promotion,
SMME development);
urban and rural
development planning;
human settlement
planning
…continues…
• Provide 90%of planned tourism promotion
services
• Develop 90%of planned SMME
developments
• Provide 90%of planned urban
development services
• Provide 90%of planned rural development
services
• Provide 90%of planned human settlement
facilitations services
• A rural development strategy developed and
implemented (This strategy to inform all other
physical infrastructure plans and align with national
targets)
Ex man
economic
services
End Feb
2010
Quarterly
progress
reports
A, B, C,
E
continuo
us…
• A land management entity established Ex man
economic
services
End
March
2010
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 20
7.2 Strategic Goal 2: To promote a sustainable environmental management system
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Open space
management
(Parks, cemeteries)
• Parks planned versus provided 90%
• Cemeteries services planned versus
provided 90%
• Parks services planned versus provided
90%
• The city aesthetics plan implemented Ex man IEM Quarterly
progress
reports
A, B, E
• An open space management master plan developed
and implemented (parks, cemeteries)
Ex man IEM End Aug
2010
Quarterly
progress
reports
Municipal health
(Waste management;
public health)
• Waste management services planned
versus provided 90%
• Public health services planned versus
provided 90%
• An integrated waste management plan developed
and implemented
Ex. Man IEM End J an
2010
Quarterly
progress
reports
A, B, E
• The refuse removal optimisation plan implemented Ex. Man IEM Quarterly
progress
reports
Environmental
compliance
facilitation
• Environmental compliance facilitation
services planned versus provided 90%
• An environmental compliance facilitation strategy
implemented
Ex Man IEM Quarterly
progress
reports
A, B, C
• Environmental management framework reviewed
and implemented
Ex Man IEM End J une
2010
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 21
7.3 Strategic Goal 3: To provide sustainable governance for local communities
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Broaden local
democracy
• Establish 100%of ward committees
planned to be established
• Achieve a ward committee functionality
rating of 90%
• Achieve a compliance Legislation rating of
100%
• Achieve a counsel committee functionality
rating of 90%
• Obtain 65%of planned public participation
• Conduct 90%of planned public
participation events
• The community Participation Plan implemented Ex man
political
office
Quarterly
progress
report
A, C
• The Ward Committee Capacitation Plan
implemented
Ex man
political
office
Quarterly
progress
report
• The Councillors Training Programme implemented Ex man
political
office
Quarterly
progress
report
• A training policy for Councillors developed and
implemented
Ex man
political
office
End J an
2010
Quarterly
progress
report
• Provide input into a National policy framework for
delegation of powers for the Troika and MM
Ex man
political
office (chief
of staff)
End
March
2011
Quarterly
progress
report
• A street, block and village committees establishment
plan
Ex man
political
office
End J une
2010
Quarterly
progress
report
• A strategy to improve ward based projects steering
committees developed and implemented
Ex man
political
office
End Aug
2010
Quarterly
progress
report
• A policy on safety of counsellors and their properties
developed
Ex man
political
office / exec.
Man social
services
End Sept
2010
Quarterly
progress
report
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 22
7.3 Strategic Goal 3: To provide sustainable governance for local communities…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Local government
accountability
• Submit 100%of reports required in terms
of legislation within agreed upon time
• Finalise 85%of community queries /
petitions received
• Community petitions received responded to within
agreed upon service levels
Ex man
political
office
Quarterly
progress
report
A, C, E
• A community relations management strategy
developed and implemented
COO End J une
2010
Quarterly
progress
report
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 23
7.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Corporate
governance
practices
(Legal compliance,
risk management,
oversight, etc.)
• Review / develop 90%of policies planned
to be developed / reviewed
• Comply 100%to regulatory framework
• Execute 100%of council resolutions
made
• Take corrective action on 100%of audit
queries received
• The municipal risk management plan implemented
(including Anti Fraud and Corruption Strategy)
All ex man Quarterly
progress
report
C
• Performance of audit committee monitored
(Financial audit committee and performance audit
committee
Executive
Mayor
Annually
• The level of implementation of audit action plans
improved
All ex man Quarterly
progress
reports
• A system to support the management of council
resolutions implemented (identification, distribution,
follow up, etc.)
Ex man
Corp
End J an
2010
Quarterly
progress
reports
Business
leadership /
management
(Planning, structuring,
culture, performance
management;
stakeholder relations
management; asset
management)
• Achieve an organisational climate /
employee satisfaction rating of not less
than 58%
• Meet 95%of business targets set
• Achieve an internal client satisfaction
rating of 80%
• Achieve an external client satisfaction
rating of 80%
• Achieve an organisational image rating of
85%by 10/11
Sign SLA’s required within agreed upon
time in 100%of cases
• Establish 95%of planned stakeholder
consultative forums
• Achieve 5 clean audit report
• Approved structure reviewed MM End J une
Annually
A, C
• New delegations of authority reviewed and
implemented
MM End J une
Annually
• An organisation climate / employee satisfaction
survey conducted
Ex. Man
Corporate
Support
Services
Bi-
annually
• A plan to improve the organisation culture based on
survey results implemented (including dealing with
core business values in service delivery)
All ex man Half yearly
reports
• An organisational performance management system
developed and implemented
COO End Dec
Quarterly
progress
reports
• Internal service charter developed between staff and
line functions
Line ex man
/ Staff ex
man
End Dec
2009
• External client satisfaction survey conducted and
improvement plans based on results developed
COO / Ex
man
Bi-
annually
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 24
7.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Business
leadership /
management
(Planning, structuring,
culture, performance
management;
stakeholder relations
management; asset
management)
…continues…
• Achieve an organisational climate /
Achieve an organisational climate /
employee satisfaction rating of not less
than 58%
• Meet 95%of business targets set
• Achieve an internal client satisfaction
rating of 80%
• Achieve an external client satisfaction
rating of 80%
• Achieve an organisational image rating of
85%by 10/11
Sign SLA’s required within agreed upon
time in 100%of cases
• Establish 95%of planned stakeholder
consultative forums
• Achieve 5 clean audit report
• A call centre improvement plan implemented COO Quarterly
progress
reports
A, C
continues
…
• SLA’s development protocol established and
implemented
Corporate
services
End
March
2010
Quarterly
progress
reports
• An IGR strategy in line with legislative requirements
developed (including the West Rand Uni-City
initiative)
Ex man: CS End J une
2010
• Geographical place names / street names renaming
policy developed and implemented
Ex man: CS End Feb
2010
Quarterly
progress
reports
• A marketing communication strategy implemented COO Quarterly
progress
reports
• An integrated events management strategy
developed and implemented
COO End Feb
2010
Quarterly
progress
reports
• 2010 FIFA soccer world cup strategy implemented COO End J une
2010
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 25
7.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
(09/10 – 13/14)
STRATEGIES
Accountability
Target date
/ timeframe
LGTAS
linkage
Resource
management
C, F
People
management
• Fill 90%of funded positions
• Meet 85%of competence development
plan targets
• Meet 90%of equity plan targets
• Attend to 95%of labour relations issues
lodged within regulatory guidelines
• The municipal HR plan implemented Ex man: CS
all ex man
Quarterly
progress
reports
• The training and development plan developed and
implemented
Ex man: CS
all ex man
End J an
2010
Quarterly
progress
reports
• Formal job descriptions in line with new structure
developed and implemented
Ex man: CS
all ex man
End
March
2010
Quarterly
progress
reports
• A performance management system for all staff
implemented
Ex man: CS
all ex man
Quarterly
progress
reports
• The EAP programme reviewed and implemented Ex man: CS
all ex man
End J une
2010
Quarterly
progress
reports
• The role of LLF clarified Ex man: CS
all ex man
End Nov
2009
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 26
7.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
STRATEGIES
Accountability
Target date
/ timeframe
Provincial
priority
linkage
Financial
management
• Achieve a variance on operational budget
spent of not more than 5%
• Achieve a variance on capital budget
spent of not more than 15%
• Collect 96%of budgeted revenue
• Increased revenue base by 9%
• Procure 95%of goods / services / assets
planned to be procured within specified
standards
• Achieve targeted local enterprise
procurement of 90%
• Municipal financial management system
improvement plan developed and implemented
CFO End
March
2010
Quarterly
progress
reports
A, C, D
• Supply chain policy reviewed and implemented (with
special emphasis on targeted local procurement)
CFO End Dec
2009
Quarterly
progress
reports
• The revenue enhancement strategy implemented CFO Quarterly
progress
report
Information /
communication
technology
management
• Meet 90%of the ICT master plan targets • ICT strategy developed including reviewed master
systems plan
COO End J une
2010
Quarterly
progress
reports
A, C
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 27
7.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality…continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
STRATEGIES
Accountability
Target date
/ timeframe
Provincial
priority
linkage
Information /
knowledge
management
(including research
and development)
• Comply 85%to information / knowledge
management policy
• Document 100%of knowledge planned to
be documented
• Plan to improve the quality / integrity of municipal
management information system
COO Quarterly
progress
reports
A, B, C,
D, E, F
• An archiving management plan developed and
implemented
Ex man: CS End
March
2010
Quarterly
progress
reports
• A PAIA unit established Ex man: CS End J une
2010
Quarterly
progress
reports
• A knowledge management plan developed
(including research)
COO End
March
2010
Quarterly
progress
reports
• Research alternative methodologies to improve
service delivery
EXCO
members
Bi-annual
progress
reports
• Housing backlog information with services backlog
information aligned
Ex man:
economic
services /
infrastruc.
End Nov
2009
Quarterly
progress
reports
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 28
7.4 Strategic Goal 4: To ensure sound governance practices within the Municipality …continues…
STRATEGIC
OBJECTIVES
MEASURABLE OBJECTIVE
STRATEGIES
Accountability
Target date
/ timeframe
Provincial
priority
linkage
Asset
management
• Achieve a fixed assets recorded versus
actual assets variance of not more than
2%
• Achieve a movable assets recorded
versus actual assets variance of not more
than 16%
• Asset management policy developed in line with
GRAP implemented
CFO End Feb
2010
Quarterly
reports
C, D
• General valuation roll in line with municipality
property rates Act implemented
CFO End J une
annually
Programme /
project
management
• Complete 90%of programmes / projects
within time
• PMO implemented COO End J une
2010
A, B, C, D
• Complete 90%of programmes / projects
within budget
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 29
8. PROJECTS PER AREA PERSPECTIVE
Legend: Red =hotspots for turnaround
H =high perceived impact on quality of life improvement in a hot spot or dependability of Municipality for functionality
M =highest perceived impact on quality of life improvement not in a hot spot
L =lower perceived impact on quality of life improvement
8.1 Strategic Goal 1: To provide sustainable services to the community
Objective Lusaka Kagiso Azaadville Krugersdorp
Physical
infrastructure
• Roads H
• PR 2 / Ext 2 road and
stormwater projects
(MIG) (H)
• PR 10 / Ext 1 road and
stormwater projects
(MIG) (H)
H
• Upgrading of Ulthwanong
stormwater (H)
• Tertiary roads maintenance
(H)
• Main arterial road
maintenance (M)
• Rangeview Ext 2 roads and
stormwater (M)
• Water H
• Ext 2 renewals planning
and design (MIG) (H)
• Flip Human
refurbishment (WWTW)
(MIG) (H)
• Rangeview Ext 2 water and
sanitation (M)
• Percy Stuart upgrade
(WWTW) (MIG) (H)
• Sanitation
• Electricity • Chamdor substation
upgrade (M)
jjh
• Substation upgrade (H)
H
• Krugersdorp North
substation upgrade (H)
• Boltonia substation upgrade
(H)
• Rangeview infrastructure
development (M)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 30
8.1 Strategic Goal 1: To provide sustainable services to the community…continues…
Objective Lusaka Kagiso Azaadville Krugersdorp
Social services
• Community
development
• Upgrading sport complex
(Rietvallei Ext 2&3) (H)
• Construction of library
(Rietvallei Ext 2&3) (H)
• Swimming pool (grant) (L)
• Upgrading of sport complex
(M)
• Construction of new library
(Ext 6) (M)
• Swimming pool (M) • Swimming pool (West) (M)
• Upgrading of sport complex
(J ohanne Botha park) (L)
• Refurbishment of MPCC
(West) (M)
• Public safety
services
H H
• Cashier counter safety glass
(licensing department) (H)
• Social
amenities
management
H H H
Economic
services
• Local
economic
development
H
H
• Taxi rank trading
infrastructure (M)
• Urban
development
planning
• NDPG projects (M) H
• NDPG projects (H)
• Mining land development
plan (SLP) (M)
H
• Mining land development plan
(SLP) (M)
• Rural
development
planning
• Human
settlement
planning
H
• Feasibility studies (hostel)
(M)
• Chief Mogale housing
project (grant) (M)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 31
8.1 Strategic Goal 1: To provide sustainable services to the community…continues…
Objective Munsieville Muldersdrift Tarlton Magaliesburg Hekpoort
Physical
infrastructure
• Roads H
• Ethembalethu Village
Access Route (own
funds) (H)
• Rietfontein Village
Access road (own
funds) (H)
• Rural less formal
township (LEFTE) Site
and service, access
gravel roads and
surface stormwater run
off provision (H)
H
• PR 15 Western rural
new paved roads and
stormwater (design
and EIA) (MIG) (H)
• Rural formal township
(LEFTE) Site and
service, access
gravel, roads and
surface stormwater
run off provision (H)
H
• PR 15 Western rural
new paved roads and
stormwater (design
and EIA) (MIG) (H)
• Rural formal township
(LEFTE) Site and
service, access
gravel, roads and
surface stormwater
run off provision (own
funds) (H)
H
• PR 15 Western rural
new paved roads and
stormwater (design
and EIA) (MIG) (H)
• Rural formal township
(LEFTE) Site and
service, access
gravel, roads and
surface stormwater
run off provision (own
funds) (H)
• Water H
• Ethembalethu village
bulk water and
sanitation (H)
• Rietfontein village water
and sanitation (H)
H H H
• Sanitation H H
• Outfall sewer planning
and design (M)
• Emergency site and
services (H)
• Elandsdrift pipeline (H)
H
• Emergency site and
services (H)
H
• Bulk water supply (H)
• Emergency site and
services (H)
H
• Emergency site and
services (H)
• Electricity H
• Substation
upgrade (H)
• Investigate alternative
sources of energy (L)
• Investigate
alternative sources of
energy (L)
• Investigate
alternative sources of
energy (L)
• Investigate
alternative sources of
energy (L)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 32
8.1 Strategic Goal 1: To provide sustainable services to the community…continues…
Objective Munsieville Muldersdrift Tarlton Magaliesburg Hekpoort
Social services
• Community
development
• Sports hub
(MIG) (M)
H
• Sport complex flood
lights (H)
H
• Construction of
library (H)
H
• Upgrading of sport
complex (Gamogale) (H)
H
• Public safety
services
H H H H
• Social
amenities
management
H
Economic
services
• Local
economic
development
H H
• Business information
platforms (H)
• Hawkers trading
infrastructure (H)
H
• Business information
platforms (H)
H
• Business information
platforms (H)
• Hawkers trading
infrastructure (H)
H
• Business
information
platforms (H)
• Urban
development
planning
H
• NDPG
projects (H)
H
• Rural
development
planning
H
• Agriculture venture
creation projects
(grant) (M)
• Site and services
project (H)
• Land acquisition (H)
• Rural development
project (H)
• Eviction support
project (H)
H
• Agriculture venture
creation projects
(grant) (M)
• Site and services
project (H)
• Commonages project
(H)
• Land acquisition
project (H)
• Rural development
project (H)
• Eviction support
project (H)
H
• Agriculture venture
creation projects (grant)
(M)
• Site and services project
(H)
• Commonages project (H)
• Land acquisition project
(H)
• Rural development
project (H)
• Eviction support project
(H)
H
• Agriculture venture
creation projects
(grant) (M)
• Site and services
project (H)
• Land acquisition
project (H)
• Rural development
project (H)
• Eviction support
project (H)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 33
8.1 Strategic Goal 1: To provide sustainable services to the community…continues…
Objective Munsieville Muldersdrift Tarlton Magaliesburg Hekpoort
Economic
services
…continue…
• Human
settlement
planning
H
• Housing
planning
projects (H)
• Ext 5 housing
project (grant)
(H)
H
• Housing planning
projects (H)
• Rietfontein and
Enthebalethu housing
projects (grant) (H)
H
• Housing planning
projects (H)
H
H
• Housing planning projects
(H)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 34
8.2 Strategic Goal 2: To promote a sustainable environmental management system
Objective Lusaka Kagiso Azaadville Krugersdorp
Open space
management
H
• Development of parks
(MIG & own) (H)
• Upgrading of cemetery
(MIG & own) (H)
• Development of parks
(MIG & own) (M)
• Beautification and parks
development (M)
Municipal health H
• Capping & Rehab of
landfill (MIG & own) (H)
• Landfill expansion
(Luipaardsvlei) (MIG) (H)
Environmental
compliance
facilitation
8.2 Strategic Goal 2: To promote a sustainable environmental management system…continues…
Objective Munsieville Muldersdrift Tarlton Magaliesburg Hekpoort
Open space
management
H
H
H
• Beautification and
parks development
(H)
H
Municipal health H H H
• Capping & Rehab
of landfill (MIG &
own) (H)
• New landfill site
(MIG) (H)
H
Environmental
compliance
facilitation
H H H
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 35
8.3 Strategic Goal 3: To provide sustainable governance for local communities
Objective Lusaka Kagiso Azaadville Krugersdorp
Broaden local
democracy
H
Local
government
accountability
H H
8.3 Strategic Goal 3: To provide sustainable governance for local communities…continues…
Objective Munsieville Muldersdrift Tarlton Magaliesburg Hekpoort
Broaden local
democracy
H
Local
government
accountability
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 36
9. CROSS CUTTING PROJECTS (ALL AREAS)
9.1 Strategic Goal 1: To provide sustainable services to the community
OBJECTIVE CROSS CUTTING PROJECTS
Physical infrastructure
• Roads
• Water • Water and wastewater network maintenance (H)
• Bulk water purchases (H)
• Water demand management DWEA Grant funding (all municipal areas) (including prepaid water
meters) (MIG) (H)
• Sanitation • Rental: Vacuum tanker services (H)
• Rental: Toilets (H)
• Rental: Water tankers (M)
• Electricity • Condale substation upgrade (H)
• Conversion of overhead lines to bundle conductors (M)
• Conversion of 6.6kv transformers to 11kv transformers (M)
• Street light maintenance (M)
• High voltage maintenance (33/11kv) (M)
• Medium voltage maintenance (6.6kv) (M)
• Low voltage maintenance (400v) (M)
• Maintenance of metering and protection systems (M)
• Condale high voltage line upgrade to Krugersdorp, Chamdor, Boltonia, Spruit (H)
• Security of substations (M)
• Bulk purchases of electricity (H)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 37
9.1 Strategic Goal 1: To provide sustainable services to the community…continues…
OBJECTIVE CROSS CUTTING PROJECTS
Social services
• Community development • HIV/ AIDS and health facilities (grant) (H)
• Assistance to indigent households (H)
• Equipment for the library (grant) (L)
• Early child development programmes (H)
• Public safety services • Social crime prevention (H)
• Offence recognition system (H)
• Electronic pay point (L)
• Speed law enforcement (H)
• Road and safety awareness (M)
• Security of infrastructure other than substations (H)
• Social amenities
management
Economic services
• Local economic
development
• Business development support services (H)
• Tourism marketing (H)
• Tourism information research (M)
• Plato mentorship (M)
• Urban development
planning
• Town planning scheme (M)
• Illegal land use audit (H)
• Rural development
planning
• Human settlement
planning
• Housing master plan(M)
• Integrated housing policy (M)
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 38
9.2 Strategic Goal 2: To promote a sustainable environmental management system
OBJECTIVE CROSS CUTTING PROJECTS
Open space management • Procurement of minor plant for grass cutting services
• Development of open space management master plan
Municipal health • Integrated waste management plan
• Integrated air quality management plan
• Optimisation of refuse removal
Environmental
compliance facilitation
• Review of the environmental management framework
• Development of the generic environmental management plan
• Implementation of telecommunication mast policy
• Implementation of rezoning policy
• Implementation of consent use policy
• Implementation of compliance and auditing strategy
• Implementation of sustainable environmental management policy
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 39
9.3 Strategic Goal 3: To provide sustainable governance for local communities
OBJECTIVE CROSS CUTTING PROJECTS
Broaden local democracy • Establishment and improvement of Web-based ward committee data management system
• Research on ward participatory system for authentic and integrated ward profiles
• Workshops on community-based planning
• Launch of Mogale City dialogues
• Workshop on ward committee resource book and ward committee handbook
• Public participation campaign on rights and responsibilities
• Launch of the best performing ward committee award process
• Implementation of training modules for ward committees
• Establishment and maintenance of stakeholder register
• Development of community complaints management systems protocol
Local government
accountability
• Sustaining and introduction of training modules and programmes for capacity building of councillors
• Coordination of monthly schedules of councillors and ward committees
• Develop support and coordination of councillor support and empowerment
• Coordination of monthly submission of reports (ward committee meetings, etc.)
• Coordination of quarterly submission of IDP / budget performance report
• Monitoring of community survey programmes
• Monitoring of opinions of ward based community structures
• Promote new forms of public participation processes in decision making
MOGALE CITY LOCAL MUNICIPALITY
March 2010 Page 40
10. WAY FORWARD
1. Receive report from facilitator on 12 March 2010
2. Present and obtain political input by 16
th
March 2010
3. Finalise turnaround strategy by 18
th
March 2010 – COO
4. Distribute turnaround strategy to executive managers for further distribution to all concern by 19
th
March 2010
5. Implementation through normal management system (operationalise, implementing and monitoring strategic plan)
6. Submit document to all relevant key stakeholders by 31
st
March 2010
Appendices
APPENDIX A
CORE BUSINESS VALUES
• Integrity (transparency / honesty / ethical / objective / neutral / impartial)
• Accountability (responsible / taking ownership / productive / efficient)
• Diligence (self driven / committed / motivated / passionate / enthusiastic / assertive)
• Emotional intelligence (considerate / compassionate / empathy / caring / self-management)
• Participative (consultative / cooperative / teamwork / collaborative / communicative / sharing)
• Responsiveness (customer friendly / customer focussed / need driven / quality conscious / proactive / flexible / initiative /
creative / innovative / decisive)
• Professionalism (timeliness / presentable / approachable / knowledgeable / disciplined / organised)
APPENDIX B
MOGALE CITY STRATEGIC PLANNING SYSTEM
doc_324944480.pdf