Description
In his State of the Nation Address, State President, Jacob Zuma, declared the year 2010 as the year of action.
TURNAROUND STRATEGY
(May 2010)
TABLE OF CONTENTS
FOREWORD BY THE EXECUTIVE MAYOR ........................................................ 1
1. BACKGROUND ............................................................................................ 2
2. OBJECTIVES OF STRATEGY ..................................................................... 3
3. SITUATIONAL ANALYSIS OF NELSON MANDELA BAY ......................... 4
4. STATE OF SERVICE DELIVERY IN NELSON MANDELA BAY ................ 4
4.1 WATER ..................................................................................................... 4
4.2 SANITATION .............................................................................................. 5
4.3 PUBLIC HEALTH ........................................................................................ 5
4.4 ELECTRICITY ............................................................................................. 5
4.5 INTEGRATED HUMAN SETTLEMENT CHALLENGES ....................................... 5
4.6 INFRASTRUCTURE CHALLENGES ................................................................ 6
4.7 COEGA INFRASTRUCTURE REQUIREMENTS ................................................. 6
4.8 PERI-URBAN AND WARD-BASED INFORMATION CHALLENGES ........................ 6
4.9 SAFETY AND SECURITY ............................................................................. 7
5. INSTITUTIONAL CHALLENGES ................................................................. 7
5.1 POLITICAL MANAGEMENT AND OVERSIGHT .................................................. 7
5.2 GOVERNANCE ........................................................................................... 8
5.3 STRATEGIC PLANNING AND INTEGRATION GAPS .......................................... 11
6. SOCIO-ECONOMIC DEVELOPMENT ......................................................... 11
7. MAINSTREAMING OF YOUTH, WOMEN AND PEOPLE WITH
DISABILITIES ............................................................................................... 12
8. SPORTS, ARTS, CULTURE AND HERITAGE ............................................ 12
9. FINANCIAL CHALLENGES ......................................................................... 13
10. INTERGOVERNMENTAL CHALLENGES ................................................... 13
11. PROJECTS REQUIRING SPECIAL ATTENTION ....................................... 14
12. INTERVENTIONS ......................................................................................... 14
12.1 STATE OF SERVICE DELIVERY IN NELSON MANDELA BAY ............................ 14
12.2 LAND AND SPATIAL PLANNING .................................................................... 18
12.3 INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE ................................. 19
12.4 COEGA INFRASTRUCTURE ......................................................................... 19
12.5 PERI-URBAN AND WARD-BASED INFORMATION ............................................ 20
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
12.6 PUBLIC HEALTH ........................................................................................ 20
12.7 SPORTS, ARTS, CULTURE AND HERITAGE .................................................. 21
12.8 SAFETY AND SECURITY ............................................................................. 21
12.9 POLITICAL MANAGEMENT AND OVERSIGHT .................................................. 22
12.10 GOVERNANCE ........................................................................................... 22
12.11 STRATEGIC PLANNING AND INTEGRATION ................................................... 26
12.12 SOCIO-ECONOMIC DEVELOPMENT .............................................................. 27
12.13 MAINSTREAMING OF YOUTH, WOMEN AND PEOPLE WITH DISABILITIES .......... 28
12.14 FINANCIAL MANAGEMENT AND SUSTAINABILITY ........................................... 28
12.15 EXTERNAL RELATIONS ............................................................................... 29
12.16 PROJECTS REQUIRING SPECIAL ATTENTION ................................................ 30
13. IMPLEMENTATION PLAN ........................................................................... 31
ANNEXURES:
Appendix “A” - 7-year Human Settlements Plan
Appendix “B” - Relocation Programme
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOREWORD BY THE EXECUTIVE MAYOR
In his State of the Nation Address, State President, Jacob Zuma, declared the year
2010 as the year of action. In this regard, the President made a clarion call on all
public representatives and officials to work smarter and better in improving service
delivery and development. Furthermore, in December 2009, the Cabinet approved a
Local Government Turnaround Strategy that reinforces the need to do things
differently.
This Turnaround Strategy is a major policy pronouncement by the Nelson Mandela
Bay Metropolitan Municipality and sets a new inclusive development path for the
Metro. The Strategy will find further expression in the institution’s IDP and Budget.
A central feature of the Strategy is that it is home grown and customised to address
local challenges.
I call upon all political parties represented in Council, all officials, the private sector,
social partners and the communities of this Metro to rally behind this Turnaround
Strategy so that, together, we can make a difference in the lives of our residents,
especially the poor and the vulnerable.
CLLR Z WAYILE
EXECUTIVE MAYOR
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1. BACKGROUND
Local government, and in particular the Nelson Mandela Bay Municipality, is
confronted with a wide range of challenges. Despite these challenges, the
Municipality is expected to fulfil its mandate in terms of the Constitution of the
Republic of South Africa, Act 108 of 1996, namely:
(a) To provide democratic and accountable government for local communities.
(b) To ensure the provision of services to communities in a sustainable manner.
(c) To promote social and economic development.
(d) To promote a safe and healthy environment.
(e) To encourage and facilitate the involvement of communities and community
organisations in matters of local government.
Finding solutions to the challenges facing this Municipality is therefore imperative for
the fulfilment of its constitutional mandate. It is, however, important to note that
these challenges are of both external and internal origin and therefore require that
the three spheres of government join forces in finding sustainable solutions. In this
Turnaround Strategy of the Nelson Mandela Bay Municipality, the envisaged roles
and responsibilities of the Municipality, Province and National Government in this
process are outlined. However, for this Strategy to be a success, the residents of
Nelson Mandela Bay, the private sector, social partners, NGOs, academic institutions
and other stakeholders should also participate in identifying solutions.
It should be noted that this Strategy forms an integral part of the IDP and Budget.
Furthermore, the Local Government Turnaround Strategy (National) indicates that
the development of municipal turnaround strategies should be internally driven, and
not by consultants. Furthermore, municipal turnaround strategies should be
customised and informed by the local environment and local challenges. Hence, as
emphasised in the Local Government Turnaround Strategy (2009), a ‘one size fits all’
approach is not practical. Key to the successful development and implementation of
a turnaround strategy is brutal honesty on the part of the relevant institution regarding
its challenges, both political and administrative.
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The Municipality’s Turnaround Strategy is underpinned by the following:
(a) Constitutional mandate of South African Local Government
(b) ANC Local Government Manifesto (2006)
(c) Local Government Turnaround Strategy adopted by Cabinet on
3 December 2009
(d) NMBM ANC Region’s Operations Guqula
(e) NMBM Mayoral Committee Retreat Report (January 2010)
(f) NMBM Management Retreat Report (March 2010)
(g) NMBM Mayoral and Oversight Community Outreach Report (February to
March 2010)
(h) Standing Committee Retreats
(i) Service Delivery Protests Report
(j) Annual and Oversight Reports (2008/09)
(k) 2010/11 IDP/Budget consultations
(l) Management and audit reports from the Office of the Auditor-General
(m) Biannual input from National Treasury
Reports of Internal Audit Services
(o) Reports of the Audit Committee
The above key documents and processes presented an opportunity to both the
political and administrative leadership to identify and understand the key challenges
facing the Municipality, thereby providing a solid foundation for the Municipality’s
Turnaround Strategy.
2. OBJECTIVES OF STRATEGY
The objectives of this Strategy include the following:
(a) The restoration of confidence in the Nelson Mandela Bay Municipality as a
primary service delivery arm of government that is effectively addressing
community concerns.
(b) The universalisation of service delivery to all communities of Nelson Mandela
Bay.
(c) Addressing the key socio-economic challenges in Nelson Mandela Bay,
especially unemployment and poverty.
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(d) Developing a shared agenda for the growth and development of Nelson
Mandela Bay.
(e) Understanding and managing institutional risks.
(f) Ensuring a fraud- and corruption-free Municipality.
(g) Ensuring good corporate governance and an accountable and performance-
driven institution, which is focused on service delivery.
(h) Ensuring that all municipal planning, budgeting and decision-making
processes are embedded in public participation and community involvement.
(i) Restoring the human dignity of the residents of Nelson Mandela Bay,
especially in the disadvantaged areas/wards.
(j) Ensuring sound financial management and sustainability.
(k) Ensuring a joint intergovernmental approach to implementing this Turnaround
Strategy.
3. SITUATIONAL ANALYSIS OF NELSON MANDELA BAY
(a) Population – 1,1 million
(b) Households – 289 000 (formal areas)
(c) Area covered – 1950 km²
(d) Unemployment rate: over 35%.
(e) Altogether 112 306 of the total number of 289 000 formal households are
classified as indigent.
(f) 44% of households access at least one social grant.
(g) 30% HIV/AIDS prevalence rate, according to antenatal care statistics.
(h) 20% of residents have no or limited schooling.
4. STATE OF SERVICE DELIVERY IN NELSON MANDELA BAY
4.1 Water
(a) % of households with access to water within 200 m radius – 100%
(b) % of direct housing connections – 91%
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4.2 Sanitation
(a) % of households connected to sanitation – 91%
(b) Number of buckets in circulation – 22 500
4.3 Public Health
(a) % of households provided with basic level of refuse collection – 99%
(urban areas). It is acknowledged that challenges in refuse collection remain
in peri-urban areas and around Chatty Ext. 3 and 4, where people are illegally
occupying land and there is an accessibility challenge.
(b) Persistent challenge of illegal dumping in the Metro due to lack of properly
funded waste minimisation strategies.
(c) Absence of institutional arrangements to coordinate climate change issues in
the institution.
(d) Shortage of clinics.
(e) Overcrowded and understaffed clinics.
4.4 Electricity
(a) % of households with access to electricity in formally demarcated residential
areas – 98%
(b) % of households without electricity, including undemarcated informal areas –
12%.
4.5 Integrated Human Settlement Challenges
(a) Housing challenges
• Total backlog – 84 781
o Informal areas – 35 772
o Backyard shacks – 49 009
(b) Households living in stressed areas (servitude, floodplain and overcrowded
areas).
(c) Lack of integrated approach to relocations, resulting in inadequate servicing
of relocated communities.
(d) Challenge around the delays in the issuing of title deeds for and the
ownership of RDP homes.
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(e) Lack of confidence in the management of the housing delivery process,
including the waiting list, the allocation process and the alleged illegal
occupancy of houses.
(f) Challenge of blocked housing projects and ‘wet and defective’ houses.
(g) Land and spatial planning challenges:
• Access to municipal/public land by HDIs.
• Absence of approved Spatial Development Framework.
• Lack of visible spatial restructuring.
• Lack of integrated human settlements.
4.6 Infrastructure challenges
(a) The tarring backlog in the Metro (approximately 485 km).
(b) Cost to eliminate tarring backlog (approximately R1,8 billion).
(c) Aging and poor infrastructure (especially electricity, water and sanitation
infrastructure in disadvantaged communities), causing leakages, bursts,
unhygienic conditions that culminate in service delivery disruptions.
(d) Stormwater drainage problems in disadvantaged wards.
(e) Absence of a long-term capital investment plan to enable economic growth
and socio-economic development.
4.7 Coega infrastructure requirements
(a) Approximately R4,3 billion is required to provide Coega with bulk water and
sewer infrastructure.
(b) Approximately R150 million is needed over the next three years for electricity
infrastructure to meet the high voltage requirements of the current investor
profile.
4.8 Peri-urban and ward-based information challenges
(a) Absence of baseline information on Ward-based social infrastructure and
profile.
(b) Absence of an integrated plan to provide services to peri-urban areas.
(c) Absence of data with regard to the extent of access to and adequacy of basic
service delivery in peri-urban areas.
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The above statistics with regard to the situational analysis and access to basic
services provide an indication of the key developmental challenges facing the Nelson
Mandela Bay Municipality.
4.9 Safety and Security
(a) Incidence of crime, especially violent crimes such as armed robberies and
murder.
(b) Unmanned CCTV cameras which is eroding the potential effectiveness
thereof.
(c) Low level of productivity and collection rate of traffic officers.
5. INSTITUTIONAL CHALLENGES
In addition to service delivery challenges, the Municipality is also experiencing
institutional challenges, as outlined below. These challenges are both external and
internal in origin.
INTERNAL FACTORS
5.1 Political management and oversight
(a) No clarity on accountability and the respective roles and responsibilities,
especially of the Chief Whip, the Executive Mayor, the Speaker, and the
Municipal Manager. This was also identified by the Local Government
Turnaround Strategy (National) as one of the key causes of conflict in
municipalities, culminating in lack of service delivery, ineffective governance
and, ultimately, service delivery protests and political infighting. This state of
affairs is also mirrored administratively: lines of accountability are blurred,
causing confusion and lack of accountability and institutional direction, and
the general collapse of performance, governance and delivery. This situation
regrettably also applies to the Nelson Mandela Bay Metropolitan Municipality.
(b) Claims by officials of having received political mandates on various issues
outside the established hierarchy.
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(c) Negative effect of political conflicts on professionalism and performance in the
administration.
(d) Lack of a body with greater oversight powers (SCOPA-like Oversight
Committee) to complement Council in enforcing accountability and oversight.
(e) Absence of delegation of powers (political and administrative).
5.2 Governance
(a) Lack of By-law enforcement.
(b) Absence of an organisational culture that promotes good governance,
operational efficiency and performance excellence.
(c) Human resources constraints:
(i) Absence of an integrated Human Resources Plan to include
competency-based HRD, manpower forecasting and career planning.
(ii) Low staff morale.
(iii) Poor labour relations and general mistrust.
• Lack of proper planning on all labour related challenges.
• Reactive (not proactive) approach to labour unrests and strikes.
• Implementation of collective agreement that excludes external
lawyers from the disciplinary process, as agreed upon between
SALGA and SAMWU on 21 April 2010.
• Absence of minimum service agreements that guide the
provision of essential services during strikes and labour unrests.
• Hostile relations between unions and the employer.
• No picketing rules agreed upon between employer and
employee before a strike.
• Poor internal communication, the effect whereof is felt
particularly during strikes.
(iv) Long recruitment processes.
(v) Poor management of overtime and instances where overtime
exceeds the maximum overtime permissible in terms of the Basic
Conditions of Employment Act, 75 of 1997, namely ten hours
overtime per week/three hours overtime per day.
(vi) Non-filling of key vacancies over extended periods, which includes
the positions of Executive Director: Electricity and Energy, the
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Director: Labour Relations and the Director: Supply Chain
Management.
(vii) Retention of staff.
(viii) Shortage of scarce and technical skills.
(ix) Indiscriminate firing and suspension of officials, especially on a senior
level, as identified on a national level and reflected in the Local
Government Turnaround Strategy.
(x) Lack of enforcement in respect of staff disciplined by the
administration, emanating from:
• Lack of ownership of the disciplinary process by senior
officials, even in instances where the Code of Conduct was
transgressed.
• Political driven deals on administrative matters affecting the
enforcement of disciplinary measures against officials who
have transgressed.
(d) Inadequate institutional risk management and old anti-fraud and anti-
corruption strategies.
(e) Allegations of corruption in directorates and offices as well as in Supply Chain
processes.
(f) Supply Chain Management regulations and policy do not assist in achieving
the Supply Chain targets set by Council for the previously disadvantaged,
youth, gender and people with disabilities.
(g) Information and Communication Technology (ICT) shortcomings:
(i) More operational and lack of strategic focus.
(ii) Lack of ICT innovation to enhance service delivery.
(iii) Inadequate ICT security.
(h) Institutional arrangements.
(i) Operational non-alignment of functions.
(ii) Grey areas in service delivery in respect of which no-one is assuming
overall accountability.
(i) Political instability, which has characterised the first six months of the current
financial year and has impacted negatively on service delivery and
performance, e.g. the stalemate reached, which affected the sittings of
Standing, Mayoral Committee and Council meetings.
(j) Recurring findings by the Office of the Auditor-General.
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(k) Public participation and communication gaps:
(i) Inadequate community involvement during the planning and
implementation of projects.
(ii) Lack of an integrated and coherent communications strategy and
public participation policy.
(iii) Ineffective and now non-existent Ward Committee System.
(iv) Poor planning around public participation processes.
(v) Lack of a project-based public participation policy to guide the
implementation of ward-based projects.
(l) Customer relations and Batho Pele.
(i) Poor response time to queries, both written and verbal.
(ii) Frontline staff competency gaps.
(iii) Poor customer interfaces, such as switchboard and service enquiry
counters.
(iv) A fragmented and non-cohesive approach to customer care.
(v) Non-availability of information in the three main local languages
spoken in Nelson Mandela Bay (IsiXhosa, English and Afrikaans).
(vi) Lack of ICT innovation to enhance service delivery.
(vii) No single number for community complaints.
(m) Performance management:
(i) Lack of culture of performance in the institution.
(ii) Lack of a service level agreement between directorates.
(iii) Lack of effective contract management to enable legal compliance,
performance management, monitoring and evaluation.
(iv) Lack of control over and monitoring of the implementation of Council
decisions.
(v) Lack of monitoring and evaluation, both administratively and
politically.
(vi) Gaps in the performance management system, performance
information, performance indicators and reports.
5.2.1 Leadership challenges
Absence of a full-time Municipal Manager, resulting in lack of forward planning and
the long-term stability provided by a full-time incumbent.
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5.3 Strategic planning and integration gaps
(a) Absence of a long-term shared vision and long-term strategic plan. The
Municipality is planning on a short term basis (three-year budget cycle and
five-year IDP). This planning is done in the absence of a shared and
common desired vision for the future. Furthermore, this short-term planning
process does not enhance continuity beyond the five-year term of the political
leadership, meaning that plans are constantly changed when a new
leadership comes into office in the absence of a long-term shared vision to
guide decision-making and planning towards a desired future. The current
vision of the Municipality is largely unknown, is not a product of broader
consultation and cannot be used to guide developmental decision-making,
budgeting, marketing and investment.
(b) Fragmented directorate-based missions and visions.
(c) Lack of timeous and adequate forward planning.
(d) IDP is not integrated with the plans of other spheres of government and not
fully entrenched in local communities.
(e) Lack of proper adherence to institutional processes with regard to the
development and processing of the IDP to allow for political direction and
input before it is tabled in Council.
(f) No regular meetings held by IDP structures, e.g. the IDP Representative
Forum.
(g) Lack of reliable Metro-based statistical information to support development
and decision making.
(h) Lack of consistency and a common understanding with regard to
implementation and influence of diverse policies, plans, strategies and their
interchangeability.
(i) Lack of integration and co-ordination in the planning and implementation of
programmes and projects.
(j) Non-functional IDP structures, e.g. the IDP Representative Forum.
6. SOCIO-ECONOMIC DEVELOPMENT
(a) High levels of unemployment and poverty, exacerbated by the recent
worldwide recession.
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(b) Absence of an entrepreneurship support programme and lack of visible
institutional support for co-operatives.
(c) Lack of mainstreaming of HDIs in Supply Chain Management processes:
(i) Use of old rosters comprising non-HDI entities and the poor and
improper administration of rosters.
(ii) Existence of open-ended contracts in the institution.
(d) Non-alignment and lack of cohesive development strategies between
roleplayers in the economic space within Nelson Mandela Bay, Province and
National at large.
(e) Lack of a coherent and integrated tourism development strategy and plan.
(f) Limitations imposed on ring-fencing by the MFMA, Constitution and
Preferential Procurement Policy Framework Act (PPPFA).
(g) Evaluation criteria challenge emanating from PPPFA (80:20 or 90:10): 80
and 90 being for price/functionality and 20 and 10 being for empowerment.
This is not flexible towards the HDIs/BEE, as it does not redress imbalances.
(h) CIDB regulations limit HDI opportunity for accessing bigger projects in the
construction industry.
7. MAINSTREAMING OF YOUTH, WOMEN AND PEOPLE WITH
DISABILITIES
(a) Lack of mainstreaming of youth, women and people with disabilities.
8. SPORTS, ARTS, CULTURE AND HERITAGE
(a) Poor state of repair of heritage buildings, which had a negative impact on the
economy and tourism and poses the prospect of the loss of valuable cultural
and heritage assets.
(b) Limited influence of the Municipality over the legal heritage mandate, which
belongs with provincial and national institutions.
(c) Non-alignment of and lack of cohesion and integration in sports development
in Nelson Mandela Bay.
(d) Failure to successfully host major events, and uncoordinated events and
tourism enhancement.
(e) Lack of a framework to guide the development, maintenance and
management of sports facilities.
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9. FINANCIAL CHALLENGES
(a) Low capital expenditure (2009/10 financial year).
(b) Lack of community confidence in the municipal Credit Control Policy.
(c) Lack of proportional allocation and expenditure of budget, skewed towards
poor wards.
(d) Need for budgetary intervention in respect of maintenance backlogs.
(e) Capital allocations not matched by Operating Budget funding.
(f) Lack of finance to support capital infrastructure for service delivery and
economic development infrastructure.
(g) Regional Electricity Distribution (REDS) and the impact on the sustainability
of the Municipality and the RED 3 created.
(h) Sustaining high consumer account collection rates.
(i) Sustaining the current credit rating of the municipality.
(j) Improving and expanding payment facilities.
(k) ESKOM price increases have resulted in the escalation of bulk purchase
costs as well as local tariff increases for consumers.
(l) Incidence of wasteful and fruitless expenditure in directorates.
EXTERNAL FACTORS
10. INTERGOVERNMENTAL CHALLENGES
(a) Non-gazetting of Three-year Budget by Provincial government to allow for
advance planning.
(b) Delay in settlement of government debt, thereby affecting the availability of
funds to accelerate basic service delivery.
(c) Unfunded mandates (e.g. primary health, libraries and provincial roads
maintenance).
(d) Inadequate funding for the key requirement of housing provision.
(e) Environmental Impact Assessment (EIA) delays, which have impacted on
development.
(f) Devolution/Delegation of primary health function and ambulances.
(g) Funding formula for local government in terms of the Division of Revenue Act
(DORA) is not favourable to local government.
(h) Failure to enforce DORA by provincial and national governments.
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(i) Lack of coordination of community development workers between the
provincial and local government to ensure their effective utilisation.
(j) Unacceptable high water leakage and poor sanitation in schools.
(k) Shortage and poor state of repair of schools in newly developed areas in the
Metro, e.g. Ikamvelihle, Chatty, NU 29 and 30.
(l) Lack of integrated planning between the three spheres of government.
(m) Absence of a framework to provide capacity to the surrounding local
municipalities.
11. PROJECTS REQUIRING SPECIAL ATTENTION
(a) Slow progress with Njoli Square development.
(b) Slow pace of change in Motherwell, which has been identified as a
development priority area.
(c) Slow progress with regard to Zosa Street.
(d) Intervention in Rosedale.
(e) Peri-urban area development.
12. INTERVENTIONS
The interventions proposed and/or being undertaken to address the aforementioned
challenges are outlined below and constitute the Turnaround Strategy for Nelson
Mandela Bay.
12.1 State of service delivery in Nelson Mandela Bay
The Turnaround Plan for the provision of basic services, namely water and sanitation
and electricity, is linked to the 7-year Housing Turnaround Strategy. In the interim,
the Municipality provides standpipes in the informal settlements within a 200 m radius
of each household. In areas without the necessary bulk infrastructure, especially in
peri-urban areas, the Municipality provides water tanks. Furthermore, the
Municipality will provide communal ablution facilities, manned on a 24-hour basis, in
communities currently served with the bucket system.
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The need to conform to the Integrated Energy Plan (IEP) in order to diversify the
NMBM electricity mix has led to NMBM actively pursuing Renewable Energy. The
long term sustainability and ability for NMBM to provide a reliable electricity service
with a fair and competitive tariff will ultimately depend on its strategic approach to
Renewable Energy. The following projects are either completed or nearing
completion:
o 25MW Wind Farm
o 4MW Landfill to Gas
o 2MW Biogas at Fish Water Flats
o 60 000 High pressure Solar Water Heaters
o 120 000 Low pressure Solar Water Heaters
o A suite of energy Efficiency projects encompassing Street lighting,
domestic homes and other Municipal infrastructure – DoRA Grant
Fund
An active capital programme to replace potentially troublesome substations such as
that in 17
th
Avenue Walmer, such a program will enhance the quality of supply for all
residents of the NMBM.
12.1.1 Provision of integrated human settlements
The Municipality developed a Housing Turnaround Plan, which was implemented
with effect from February 2009. The main aim of the Housing Turnaround Plan is to
accelerate housing delivery and to facilitate the achievement of integrated
sustainable human settlements. The Housing Turnaround Plan is based on the
technical verification and investigation of old and blocked housing projects and also
makes provision for future projects.
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The Housing Turnaround Plan has the following sub-programmes:
(a) 7-Year Integrated Human Settlements Plan
For the Metro to be able to realise its 7-Year Integrated Human Settlements Plan
(see Annexure “A”), it requires approximately R500 million per annum over the next
five years, which translates into 7 500 units per annum. The Municipality is currently
receiving an average annual allocation of R200 million, which is not sufficient. A
request to address the shortfall has been submitted to Province.
The 7-Year Integrated Human Settlements Plan incorporates housing, civil and bulk
infrastructure and electricity. Social and economic amenities have not yet been
integrated into the Plan. To this end, an Integrated Development Planning Matrix was
developed as an interdepartmental and intergovernmental tool to facilitate the
integrated and sustainable planning and development of housing.
(b) Upgrading and management of Informal Settlements
The Informal Settlements Upgrading Programme is part of the 7-Year Housing Plan.
The Metro has approximately 115 informal settlement areas, with a total number of
approximately 18 862 shacks that must be relocated and approximately 16 910
shacks that must be upgraded in situ.
With regard to relocations, a Relocation Plan has been developed and categorised
into source and destination areas (see Annexure “B”). The aim is to relocate all
communities living in environmentally stressed areas by 2014. In terms of a short-
term plan, 5000 families who are in immediate danger will be relocated by June
2011. The Directorates Human Settlements and Public Health are collaborating to
develop a Resettlement Prevention Plan. This Plan will inter alia facilitate the
development of these stressed areas into parks and sport facilities. A Law
Enforcement Anti-Land Invasion Plan will also be developed to prevent the illegal
invasion of vacant land, with the cooperation of the Safety and Security Directorate.
Coupled with these interventions, the Human Settlements Directorate is also
establishing Residents Committees to monitor land invasion in these areas.
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(c) Rectification Programme
The Rectification Programme is part of the Housing Turnaround Plan. In terms of the
Plan, approximately 20 000 ‘wet and defective’ houses have already been assessed
for rectification. A total of 28 project applications were submitted to Province. To
date, 20 projects have been approved and contractors have been appointed. This is
a 3-year programme, with an estimated budget of R320 million. To ensure proper
monitoring and technical support for this programme in order to prevent shoddy work,
the Metro has appointed an external consulting firm to augment its technical capacity
to ensure effective project implementation. We are also working closely with Province
and the National Housing Builders Registration Council to monitor and ensure quality
rectification work.
(d) Accreditation/Capacity Development Programme
One of the objectives of the Housing Turnaround Strategy is to strengthen
institutional, technical, administrative and financial capacity.
To fulfil this responsibility, the Municipality was accredited at Level One in 2008 to
implement National Housing Programmes. This level allows the Municipality only to
develop, administer and implement housing projects.
The Municipality has now applied for Level Two Accreditation, in line with the
National Accreditation Framework. Level Two accreditation will give the Metro more
delegated authority with regard to housing subsidy administration. In this regard, the
Metro will be able to capture, screen and approve the beneficiaries of the Housing
Subsidy System. This delegated authority will streamline the approval process and
thereby contribute towards accelerated and effective housing delivery.
The ultimate goal is to be accredited at Level Three so that full housing delivery
delegations could be devolved to the Municipality.
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(e) Beneficiary management
Another key element of the Housing Turnaround Strategy is to ensure the efficient,
transparent and accountable allocation of houses to beneficiaries. Initiatives to
achieve this, include:
(i) The development of a Housing Demand Data Base, which is linked to the
National Housing Subsidy system, integrating all the old housing waiting
lists.
(ii) An audit and survey of illegally and incorrectly allocated houses to
beneficiaries was undertaken and a report in this regard has been
developed and will be implemented. Parallel to this process, Province has
established a Special Investigation Unit to investigate all housing related
fraud/corruption complaints.
(iii) The establishment of an Inter-Departmental Task Team to deal with the
registration and issuing of title deeds. An external conveyancing team will
provide technical/legal support to the Task Team.
12.2 Land and spatial planning
Interventions to ensure more equitable access to land are outlined below:
(a) Provision of training in land disposal processes and tendering to HDIs.
(b) Interaction with external institutions, such as the Development Bank of
Southern Africa, ECDC, NAFCOC, SALGA and other stakeholders to assist
in identifying effective financing options for HDIs.
(c) Revision of land disposal policies to enhance access by HDIs.
(d) Review and adopt the Spatial Development Framework including the urban
edge and spatial restructuring.
Please note that Supply Chain interventions also apply to land release matters
and its review should therefore cover these.
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12.3 Infrastructure development and maintenance
(a) Sourcing additional funding to eliminate infrastructure backlogs.
(b) Completion of asset register and their conditionalities and sourcing of
maintenance and replacement funding to deal with aging and poor
infrastructure (especially water and sanitation infrastructure in disadvantaged
communities), causing leakages, bursts and unhygienic conditions.
(c) Development and implementation of a strategy to deal with water leakages.
(d) Sourcing additional project management capacity to manage capital projects,
improve service delivery and capital spending as well as the monitoring and
evaluation of consultants.
(e) Shortening Supply Chain turnaround time for critical and priority projects.
This should be included as part of the review of the Supply Chain
Management Policy.
(f) Undertaking a comprehensive audit and costing of municipal backlogs (both
service delivery and maintenance), and development of a long-term plan to
deal with service delivery and maintenance backlogs.
(g) Engaging with Coega Development Corporation and Mandela Bay
Development Agency to provide assistance in the Infrastructure and
Engineering Directorate which is faced by serious capacity constraints and
shortage of critical staff, which is affecting the pace of service delivery, the
execution of projects and capital expenditure.
12.4 Coega infrastructure
An intergovernmental approach is needed to deal with the approximately R4,3 billion
required to provide Coega with bulk water and sewer infrastructure as well as the
R150 million required over three years to provide for electricity infrastructure. In this
regard, a team made up of the Municipality and Coega should draw up a
comprehensive document and approach the Province and National for additional
funding.
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12.5 Peri-urban and ward-based information
(a) Develop a Ward-based profile that includes social infrastructure backlogs.
(b) Develop an integrated plan to provide services to peri-urban areas as part of
the IDP and Budget processes.
12.6 Public Health
(a) An audit of all illegal dumping sites in the Metro was completed, during which
527 sites were identified. Based on the audit findings, an integrated strategy
to eliminate illegal dumping will be developed and implemented. This
strategy will encompass the maintenance of municipal vacant land and
vacant private properties as a critical element of the minimisation of illegal
dumping on those properties and must provide job opportunities for the
unemployed.
(b) Access to removal services is a key service delivery priority. Currently, 3 336
illegal occupants of land near Chatty 3 and 4 are not receiving refuse removal
services, due to the inaccessibility of the terrain. In addition, certain
households in peri-urban areas, especially in Theescombe, Colleen Glen and
Greenbushes, are not receiving refuse removal services. An audit is to be
conducted of peri-urban households not receiving refuse removal services
and a strategy in this regard will be developed and implemented.
(c) Establishment of a Climate Change Unit to coordinate climate change issues
in Nelson Mandela Bay, as a critical condition for the development of forward
planning strategies to minimise the impact of climate change on Nelson
Mandela Bay.
(d) Identification of overcrowded clinics that require upgrading, both by the Public
Health Directorate as well as during Ward-based IDP/Budget processes.
(e) Identification of understaffed and poorly serviced clinics both municipal and
provincial run, and provision for staffing them during the 2010/11 Budget.
Province should be approached with regard to provincial clinics, and a
programme for the upgrade should be provided, in the 2010/11 Budget.
(f) Identification of areas that need mobile clinics during the IDP/Budget process
and budgeting for them.
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12.7 Sports, Arts, Culture and Heritage
(a) The Executive Mayor established a multi-party Heritage Task Team, which
developed a strategy and action plan in February 2010 to address the
deterioration of heritage buildings in Nelson Mandela Bay (see attached
action plan with timeframes and deliverables).
(b) Host a Sports Summit to ensure cohesion and integration in sports
development in Nelson Mandela Bay, to be attended by all roleplayers in the
sports fraternity, which include the Municipality, the Department of Sports,
Arts and Culture (Provincial and National), local sports clubs and
associations, representatives from local schools and institutions of higher
learning, civil society and other interest groups, to map and implement a new
sports development agenda for Nelson Mandela Bay.
(c) Develop a framework to guide the development, maintenance and
management of sports facilities.
(d) Develop an Events Administration Policy and Strategy linked to tourism
promotion to ensure the successful hosting of and accountability for major
events.
(e) Develop a comprehensive 2010 FIFA World Cup Legacy Programme to
leverage its economic, service delivery, infrastructure development and other
benefits.
12.8 Safety and Security
(a) Establishment of the Municipal Police Service.
(b) Ensure that all CCTV cameras installed are operational, manned and
monitored.
(c) Set standard performance benchmarks for traffic officers, other safety and
security officers as well as collection standards for traffic fines.
(d) Establish ward, zonal and unit safety and security structures in liaison with
the SAPS.
(e) Develop a framework and programme for the utilisation and participation of
military veterans in safety and security programmes and structures.
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12.9 Political management and oversight
(a) Local government is highly legislated and in this regard, it is key that the
Council redevelop or review the roles and responsibilities manual for political
office-bearers (Chief Whip, Executive Mayor, Speaker) and for the Municipal
Manager.
(b) Develop and formalise lines of communication and protocol through which the
political mandate is channelled to the administration, thereby eliminating a
situation in which various officials are given, or claim to have received,
political mandates.
(c) Develop, adopt and implement a document on delegation of powers (political
and administrative).
(d) Establish a SCOPA-like Oversight Committee to enhance accountability.
12.10 Governance
12.10.1 Delegations, roles, responsibilities and reporting lines
(a) Identify cases of incorrect reporting/interference and enforce the official
reporting lines.
(b) Audit legislation applicable to each directorate and office and develop and
enforce a compliance manual.
(c) Identify and institutionalise a shared organisational culture that promotes
good governance, operational efficiency and performance excellence.
(d) Develop a By-law Enforcement Strategy.
(e) Develop annual service level agreements between directorates to formalise
inter-directorate service delivery and accountability.
12.10.2 Human resources constraints
(a) Develop scientific criteria for staffing/consideration of requests for approval of
vacancies.
(b) Review terms of reference and approval criteria for the Critical Vacancies
Task Team and identify additional expertise to enhance the work of the Task
Team.
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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(c) Commence with the filling of vacancies, in line with the above criteria.
(d) Develop an integrated Human Resources Plan to include competency-based
HRD, manpower forecasting and career planning, in consultation with all
directorates and other relevant stakeholders.
(e) Develop a framework and/or guidelines to manage overtime in the institution
as part of the institutional efficiency programme.
(f) Create a conducive environment for labour peace through the following
initiatives:
(i) Develop a disciplinary model that include a pool of prosecutors and
presiding officers, and determine training requirements and resources.
(ii) Submit annual priorities/plans by both trade unions and political offices
for the ensuing financial year, to coincide with the NMBM’s planning
and budgeting cycles.
(iii) Develop a delivery strategy/plan on implementing long standing
agreements between the Municipality and trade unions as a component
of improving labour relations.
(iv) Review and improve the functionality of the labour forums and review
the labour relations strategy.
(v) Develop a framework for internal communication which should include
strike and labour unrests and other crisis communication.
(vi) Fill the position of Director: Labour Relations.
(g) Ensuring a 3-months’ turnaround time for the filling of vacancies.
(h) Revision of the Scarce Skills Acquisition Strategy to include a plan of action,
timeframes and deliverables by the Corporate Services Directorate in
collaboration with the affected directorates.
(i) Ceasing the indiscriminate firing and suspension of officials, especially on
senior level by ensuring adherence to contractual and performance
agreements.
12.10.3 Performance management
• Develop and implement a framework to monitor the implementation of
Council Committee decisions.
• Strengthen monitoring and evaluation by ensuring:
o Quarterly assessment of Section 57 employees, senior managers,
supervisors and all employees.
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o Bi-monthly meetings of the budget performance monitoring committee
to enhance capital expenditure and service delivery.
o Quarterly performance assessments of relevant directorates by
Standing Committees and Mayoral Committee.
• Enforce the implementation of quarterly reviews (institution-wide; political and
administrative), reward performance and address under-performance/
non-performance.
• Engage the trade unions in respect of the implementation of performance
management.
• Conduct training on outcomes-based performance management for the
Nelson Mandela Bay Municipality (both administrative and political
contingents).
• Review the integrated Performance Management Policy.
• Develop a model for the implementation of an outcomes-focused
performance management system for the measurement of politically
designated outcomes.
• Develop a contract management framework.
• Audit of the performance management system, process, KPIs, targets,
quarterly reports and supporting information, as well as audit of performance
gaps and variances.
• Develop an action plan to address performance audit findings.
• Develop and implement an action plan to address issues raised in the Audit
Report of the Auditor-General.
12.10.4 Anti-fraud and Anti-Corruption and Risk Management
(a) Appoint a Chief Risk Officer.
(b) Establish functional risk committees and structures.
(c) Include deliverables emanating from the risk register in directorates’
performance scorecards and individuals’ performance agreements/plans, to
ensure the implementation of risk plans.
(d) Review and strengthen the Municipality’s anti-fraud and anti-corruption
strategies and its investigation capacity.
(e) Introduce a campaign to educate and motivate staff members and Councillors
about the evils and consequences of corruption and encourage them to
report incidence of corruption.
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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12.10.5 Recurring audit findings
Develop audit finding action plans underpinned by the root causes of findings and
integrate such actions into the SDBIP, the performance scorecards of directorates
and the performance agreements of Senior Managers, to enable implementation and
monitoring.
12.10.6 Information and Communication Technology (ICT)
(a) Review the ICT Strategy to stipulate, inter alia, the desired/ideal ICT
environment and develop an implementation plan to foster service delivery
innovation.
(b) Develop a profile of ICT competency requirements, underpinned by the
reviewed ICT strategy, and conduct a competency assessment in the ICT
Sub-directorate, based thereon.
12.10.7 Institutional arrangements
• Address immediate challenges by reorganising functions that pose an
immediate threat to service delivery and governance:
o Operational non-alignment of functions
o Duplication of functions
o Service delivery grey areas with no-one assuming overall
accountability
(b) Business process re-engineering to maximise operational efficiency and
effectiveness.
(c) Develop a fully integrated organogram representative of all directorates,
positions and levels (not limited to the high level only) following the
development of a long-term vision and strategy for the institution.
12.10.8 Public participation and communication
(a) Develop an integrated Public Participation Policy underpinned by inter alia the
Oversight Committee Report on the 2008/09 Annual Report; to improve
public participation and community engagement in municipal planning and
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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decision-making processes, as well as the implementation of Ward-based
projects.
(b) Revise the Communications Strategy, and develop and implement a
comprehensive communications plan that is customer focused and service
delivery orientated.
(c) Resume publication of magazines for staff and local communities.
(d) Develop quarterly service delivery bulletins to account to communities on
performance progress, key decisions made as well as challenges.
(e) Develop and implement a new model for Ward Committees, with a functional
performance management, monitoring and evaluation component.
12.10.9 Customer care
(a) Develop an institutional customer care model, system and policy to include
service levels / standards and turnaround times as well as a tracking and
reporting system on incoming and outgoing communication (electronic and
written).
(b) Develop the required competency profile for frontline staff.
(c) Reskilling frontline staff.
(d) Develop an implementation plan and roll out the official NMBM Language
Policy, which caters for the three main local languages.
12.10.10 Leadership provision
Finalise the disciplinary case of the Municipal Manager.
12.11 Strategic planning and integration
(a) Develop a shared long-term vision (20 – 50 years) and plan for Nelson
Mandela Bay (implementation 2011 and beyond).
(b) Develop an integrated plan that covers other spheres of government in the
Metro and develop and implement a plan for community involvement on Ward
level.
(c) Establish a culture of forward planning by ensuring that planning for the
coming financial year takes place in the current financial year.
(d) Strategic planning issues should be centralised in line with the objectives of
the National Planning Commission.
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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(e) Implement the 80:20 budget principle.
(f) Identify and budget for at least five priorities in every disadvantaged ward and
identify at least five of the poorest wards for special attention and budgeting.
(g) Review the Cluster system to ensure the effective integration of operations
and service delivery.
(h) Revive the IDP Consultative structures (e.g. the IDP Representative Forum).
12.12 Socio-economic development
(a) Host an Economic Development Summit to set the scene for growth and
development in Nelson Mandela Bay, with a focus on job creation, HDI
development, poverty eradication and investment.
(b) Develop and implement an entrepreneurship support programme targeting
HDIs and SMMEs.
(c) Develop emerging/HDI contractors as part of the EPWP and ensure that all
projects implemented by the Municipality have a job creation element.
(d) Develop and implement an EPWP Policy/Strategy to maximise job creation.
(e) Finalise a roster management policy to inter alia improve the management of
rosters/panels and monitor the awards made through the rosters/panels.
(f) Revise the Supply Chain Management Policy to ensure that it benefits HDIs
and SMMEs.
(g) Finalise the SCM Process Manual.
(h) Evaluate and implement a SCM model that will ensure dedicated attention to
contract management and technical requirements, to prevent tender
manipulation.
(i) Establish a construction incubator to promote HDIs in this sector.
(j) Unbundle bigger tenders to ensure the accelerated graduation of HDI/BEE
contractors in the CIDB.
(k) Enforce locality as a major (heavily weighted) component of the functionality
section of tender evaluation.
(l) Develop a programme for the provision of entrepreneurship support and
training to military veterans.
(m) Review and implement tourism strategies to maximise the full potential of
Nelson Mandela Bay as a tourism destination.
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12.13 Mainstreaming of youth, women and people with disabilities
(a) The socio-economic interventions including supply chain management
interventions should be biased towards the youth, women and people with
disabilities in addition to other HDIs.
(b) Annually budget an amount for mainstreaming based on consultations with
the relevant groups.
(c) Establish new and strengthen and revitalise existing youth, gender and
disability structures in the Metro in consultation with the relevant groups.
(d) Develop and review policies and strategies targeting youth, gender and
disability development in consultation with relevant groups.
12.14 Financial management and sustainability
(a) Convene bimonthly sittings of the Budget Performance Monitoring Committee
with Executive Directors and relevant Portfolio Councillors.
(b) Convene alternate month one-on-one sessions to monitor the implementation
of the Capital Budget between the Portfolio Councillor for Finance and the
relevant Executive Directors and Portfolio Councillors.
(c) Establish operational budgets for related capital projects.
(d) Apply 80:20 principle on capital budget and expenditure in favour of the
previously disadvantaged wards.
(e) Develop a priority rating system to guide the allocation of both the capital and
operating budgets.
(f) Develop a capital funding sustainability model that will allow for scenario
planning amongst other imperatives.
(g) Identify five key projects per ward and include these in the IDP and Budget.
(h) Identify the five poorest Wards in the Metro, for special funding allocation.
(i) Establish partnerships with financiers and ensure optimal utilisation of the
fund-raising initiatives of the Metro.
(j) Prioritise maintenance budget during budgeting processes.
(k) Develop and recommend a new integrated funding model proposal
appropriate for local government budget allocations from the national fiscal in
line with the current local government challenges and interact with other
Metro’s and surrounding municipalities and submit a joint proposal to SALGA,
COGTA and National Treasury.
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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(l) Review the Credit Control Policy post the socio-economic impact
assessment.
(m) Ensure full implementation of the Donor Management Strategy.
Review payment facilities and expand prepaid electricity vending machines.
(o) Actively pursue the available funding opportunities.
(p) Develop and implement an annual Masakhane Programme to promote
customer care and the payment of services, as well as to ensure that all
indigent households receive free basic services.
(q) Review and implement an Organisational Efficiency Plan to reduce wasteful
and fruitless expenditure.
12.15 External relations
(a) Develop a comprehensive report, with solutions, on the intergovernmental
challenges affecting service delivery, to be submitted to the Executive Mayor.
(b) Visit by a team led by the Executive Mayor to the Premier of the Eastern
Cape Province and the relevant MECs and develop a service level agreement
on all intergovernmental challenges referred to in point 9.
(c) Provision of oversight role by National Treasury over Provincial Treasury to
enforce the promulgation of DORA within set timeframe.
(d) Meet Level Two and Three housing accreditation requirements to ensure the
devolution of housing delivery function.
(e) Develop and implement a framework to support surrounding municipalities
with capacity development to enable them to provide basic services and
institutional and financial management capacity.
(f) Develop a framework for the co-ordination of community development
workers in Nelson Mandela Bay by the Municipality and Province, to ensure
their effective utilisation and accountability.
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12.16 Projects requiring special attention
• Conduct a diagnostic study and develop an intervention strategy to accelerate
visible development with regard to:
(a) Njoli Square Development
(b) MURP
(c) Zosa Street development
(d) Rosedale
(e) Peri-urban areas
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13. IMPLEMENTATION PLAN
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
INSTITUTIONAL INTERVENTIONS
Service delivery
Eradication of the Bucket System Provision of communal ablution
facilities manned on a 24 hour basis in
communities currently serviced by the
bucket system
December 2010 Executive Director: Infrastructure
and Engineering
Upgrading of 16 910 shacks in the 115
informal settlement areas
2016 as part of the
7-year Human
Settlements Plan
Executive Director: Human
Settlements
Relocation of 18 862 shacks in the 115
informal settlement areas
Refer Annexure
“B” (Relocation
Programme)
Executive Director: Human
Settlements
Relocation of 5 000 families who are in
immediate danger
June 2011 Executive Director: Human
Settlements
Relocation of all communities living in
environmentally stressed areas
December 2014 Executive Director: Human
Settlements
Development of a Resettlement
Prevention Plan
December 2010 Executive Director: Human
Settlements;
Executive Director: Public Health
Development of a Law Enforcement
Anti-Land Invasion Plan
December 2010 Executive Director: Human
Settlements;
Executive Director: Safety and
Security
Establishment of Residents
Committees to monitor land invasions
December 2010 Executive Director: Human
Settlements
Integrated Human Settlements
Allocation of R500 million, to be
escalated per annum over the next five
years, in support of housing delivery
June 2011 Provincial Department of Human
Settlements
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Implementation of the Integrated
Development Planning Matrix
July 2010 Executive Director: Human
Settlements; All Executive Directors
Acquisition of Level Two Accreditation July 2010 Executive Director: Human
Settlements
Acquisition of Level Three Accreditation June 2011 Executive Director: Human
Settlements
Development of a Housing Demand
Data Base, which is linked to the
National Housing Subsidy system
July 2010 Executive Director: Human
Settlements
Establishment of an Inter-Departmental
Task Team to deal with the registration
and issuing of title deeds
July 2010 Executive Director: Human
Settlements
Rectification of approximately 20 000
‘wet and defective’ houses
June 2013 Executive Director: Human
Settlements
Implementation of actions arising from
the report on an audit and survey of
illegal and incorrectly allocated houses
December 2010 Executive Director: Human
Settlements
Provide training in land disposal
processes and tendering to HDIs
September 2010 Executive Director: Human
Settlements
Identification of effective financing
options for HDIs to acquire land
December 2010 Executive Director: Human
Settlements; Chief Financial Officer
Revision of land disposal policies to
enhance access by HDIs
December 2010 Executive Director: Human
Settlements
Integrated Human Settlements
(continued)
Review and adopt the Spatial
Development Framework including the
urban edge and spatial restructuring
July 2010 Executive Director: Human
Settlements
Sourcing additional funding to eliminate
infrastructure backlogs
Annually Portfolio Councillor: Budget and
Treasury;
Chief Financial Officer
Infrastructure Development and
Maintenance
Completion of GAMAP compliant asset
register and conditionalities
June 2011 All relevant Portfolio Councillors and
Executive Directors
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Sourcing maintenance and replacement
funding to deal with aging and poor
infrastructure
June 2011 Chief Financial Officer
Development and implementation of
strategy to deal with water leakages
July 2010 Executive Director: Infrastructure
and Engineering
Sourcing additional project
management capacity to improve
capital spending and monitoring and
evaluation of consultants
September 2010 Executive Director: Infrastructure
and Engineering and Executive
Director: Corporate Services
Infrastructure Development and
Maintenance (continued)
Undertake a costed comprehensive
audit of municipal backlogs and
develop an implementation plan
December 2010 Chief Operating Officer
Coega Infrastructure Drafting of a comprehensive document
and approach the Province and
National for additional funding
August 2010 Executive Director: Infrastructure
and Engineering; Executive
Director: Electricity and Energy;
Chief Financial Officer
Develop Ward-based profile that
includes social infrastructure backlogs
December 2010 Chief Operating Officer Peri-urban and Ward-based
Information
Develop an integrated plan to provide
services to peri-urban areas as part of
the IDP and Budget processes
July 2010 Chief Operating Officer
Development and implementation of an
integrated strategy to eliminate illegal
dumping
August 2010 Executive Director: Public Health Public Health
Conducting an audit of peri-urban
households not receiving refuse
removal services and develop and
implement a strategy to provide refuse
removal services to households in peri-
urban areas
December 2010 Executive Director: Public Health
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Establishment of a Climate Change
Unit to coordinate climate change
issues in Nelson Mandela Bay
July 2010 Executive Director: Public Health;
Chief Operating Officer
Undertake an audit of overcrowded,
understaffed and poorly serviced clinics
as well as areas without clinics in line
with the norms and standards
July 2010 Executive Director: Public Health
Public Health (continued)
Develop and implement a
comprehensive primary health care
response plan
December 2010 Executive Director: Public Health
Implementation of the Built Heritage
Preservation Action Plan
Ongoing Deputy Executive Mayor;
Chief Operating Officer
Hosting of a Sports Summit to ensure
cohesion and integration in sports
development to map and implement a
new sports development agenda for
Nelson Mandela Bay
December 2010 Executive Director: Economic
Development and Recreational
Services
Develop a framework to guide the
development, maintenance and
management of sports facilities
September 2010 Executive Director: Economic
Development and Recreational
Services
Develop an Events Administration
Policy and Strategy linked to tourism
promotion to ensure the successful
hosting of and accountability for major
events
September 2010 Executive Director: Economic
Development and Recreational
Services
Sports, Arts, Culture and
Heritage
Develop a comprehensive 2010 FIFA
World Cup Legacy Programme to
leverage its economic, service delivery,
infrastructure development and other
benefits
July 2010 Executive Director: 2010;
Executive Director: Economic
Development and Recreational
Services
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Establish the Municipal Police Service December 2010 Executive Director: Safety and
Security
Ensure that all CCTV cameras installed
are operational, manned and monitored
July 2010, to
accommodate the
2010 FIFA World
Cup™
Executive Director: Safety and
Security
Set standard performance benchmarks
for traffic officers, other safety and
security officers as well as collection
standards for traffic fines
July 2010 Executive Director: Safety and
Security
Establish ward, zonal and unit safety
and security structures in liaison with
the SAPS
December 2011 Executive Director: Safety and
Security;
SAPS
Safety and Security
Develop a framework and programme
for the utilisation and participation of
military veterans in safety and security
programmes and structures
June 2011 Executive Director: Safety and
Security;
Executive Director: Corporate
Services;
Department of Defence and Military
Veterans
Redevelop or review the roles and
responsibilities manual for political
office-bearers (Chief Whip, Executive
Mayor, Speaker) and for the Municipal
Manager
July 2010 Municipal Manager Political Management and
Oversight
Develop and formalise lines of
communication and protocol through
which the political mandate is
channelled to the administration,
thereby eliminating a situation in which
various officials are given, or claim to
have received, political mandates
July 2010 Municipal Manager
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop, adopt and implement a
document on delegation of powers
(political and administrative)
July 2010 Municipal Manager;
Chief Operating Officer
Investigate and develop a framework
for the establishment of a SCOPA-like
Oversight Committee to enhance
accountability
July 2010 Municipal Manager;
Chief Operating Officer
Political Management and
Oversight (continued)
Establish a SCOPA-like Oversight
Committee to enhance accountability
December 2010 Executive Mayor and Council
Governance
Identify cases of incorrect
reporting/interference and enforce the
official reporting lines
July 2010 Municipal Manager
Audit legislation applicable to each
directorate and office and develop and
enforce a compliance manual
December 2010 Municipal Manager,
Chief Operating Officer
Identify and institutionalise a shared
organisational culture that promotes
good governance, operational efficiency
and performance excellence
December 2010 Municipal Manager
Chief Operating Officer
Executive Director: Corporate
Services
Develop and implement a By-law
Enforcement Strategy
September 2010 Chief Operating Officer;
Executive Director: Safety and
Security; and all Executive Directors
Delegations, Roles,
Responsibilities and Reporting
Lines
Develop annual service level
agreements between directorates to
formalise inter-directorate service
delivery and accountability
September 2010 Chief Operating Officer
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop scientific criteria for
staffing/consideration of requests for
approval of vacancies
Review terms of reference and
approval criteria for the Critical
Vacancies Task Team
Commence with the filling of vacancies
in line with the above criteria
July 2010 Municipal Manager; Chief Operating
Officer; Chief Financial Officer and
Executive Director: Corporate
Services
Develop an integrated Human
Resources Plan to include competency-
based HRD, manpower forecasting and
career planning in consultation with all
directorates and other relevant
stakeholders
December 2010 Executive Director: Corporate
Services
Develop a framework and/or guidelines
to manage overtime in the institution as
part of the institutional efficiency
programme
July 2010 Executive Director: Corporate
Services
Create a conducive environment for
labour peace through the following
initiatives:
Human Resources Development
• Develop a disciplinary model
that include a pool of
prosecutors and presiding
officers, and determine training
requirements and resources
July 2010 Executive Director: Corporate
Services;
Chief Operating Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
• Submit annual priorities/plans
by both trade unions and
political offices for the ensuing
financial year, to coincide with
the NMBM’s planning and
budgeting cycles
May annually Executive Director: Corporate
Services;
SAMWU and IMATU
• Develop a delivery strategy/plan
on implementing long standing
agreements between the
Municipality and trade unions as
a component of improving
labour relations
July 2010 and
thereafter annually
Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
• Review and improve the
functionality of the labour
forums and review the labour
relations strategy
September 2010 Municipal Manager;
Executive Director: Corporate
Services
• Develop a framework for
internal communication which
should include strike and labour
unrests and other crisis
communication
September 2010 Chief Operating Officer;
Executive Director: Corporate
Services
• Fill the position of Director:
Labour Relations
July 2010 Executive Director: Corporate
Services
Ensuring a 3-months’ turnaround time
for the filling of vacancies
July 2010 Executive Director: Corporate
Services
Human Resources Development
(continued)
Revision of the Scarce Skills
Acquisition Strategy to include a plan of
action, timeframes and deliverables by
the Corporate Services Directorate in
collaboration with the affected
directorates
July 2010 Executive Director: Corporate
Services and affected Executive
Directors
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
39
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Human Resources Development
(continued)
Ceasing the indiscriminate firing and
suspension of officials, especially on
senior level by ensuring adherence to
contractual and performance agreements
Ongoing Executive Mayor
Municipal Manager;
Executive Directors
Develop and implement a framework to
monitor the implementation of Council
Committee decisions
July 2010 and
ongoing
Municipal Manager
Chief Operating Officer;
Executive Director: Corporate
Services
Strengthen monitoring and evaluation by
ensuring:
Section 57
employees by July
2010
Directors and
Assistant Directors
by first quarter
ending September
2010
• Quarterly assessment of Section
57 employees, senior managers,
supervisors and all employees
All employees by
June 2011
Municipal Manager;
Chief Operating Officer;
and all Executive Directors
• Bi-monthly meetings of the
budget performance monitoring
committee to enhance capital
expenditure and service delivery
Bi-monthly Municipal Manager;
Chief Financial Officer
Performance Management
• Quarterly performance
assessments of relevant
directorates by Standing
Committees and Mayoral
Committee
Commencing
September 2010
Office of the Executive Mayor;
Office of the Speaker;
Office of the Chief Whip;
Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Enforce the implementation of quarterly
reviews (institution-wide; political and
administrative), reward performance
and address under-performance/
non-performance
Commencing first
quarter ending
September 2010
Office of the Executive Mayor;
Office of the Speaker;
Relevant Portfolio Councillors;
Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
Engage the trade unions in respect of
the implementation of performance
management
September 2010 Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
Conduct training on outcomes-based
performance management for the
Nelson Mandela Bay Municipality (both
administrative and political contingents)
September 2010 Municipal Manager;
Chief Operating Officer
Review the integrated Performance
Management Policy
July 2010 Chief Operating Officer
Develop a model for the implementation
of an outcomes-focused performance
management system for the
measurement of politically designated
outcomes
July 2010 Office of the Executive Mayor;
Chief Operating Officer
Develop a contract management
framework
December 2010 Chief Operating Officer
Performance Management
(continued)
Audit of the performance management
system, process, KPIs, targets,
quarterly reports and supporting
information, as well as audit of
performance gaps and variances
July 2010 Chief Operating Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop and implement an action plan
to address performance audit findings
July 2010 Chief Operating Officer Performance Management
(continued)
Develop and implement an action plan
to address issues raised in the Audit
Report of the Auditor-General
January annually Municipal Manager
Chief Operating Officer
Appoint a Chief Risk Officer July 2010 Chief Operating Officer
Establish functional risk committees
and structures
September 2010 Chief Operating Officer
Include deliverables emanating from
the risk register in directorates’
performance scorecards and
individuals’ performance
agreements/plans, to ensure the
implementation of risk plans
July 2010 Municipal Manager;
Chief Operating Officer
Review and strengthen the
Municipality’s anti-fraud and anti-
corruption strategies and its
investigation capacity
December 2010 Municipal Manager;
Chief Operating Officer
Anti-fraud and Anti-Corruption
and Risk Management
Introduce a campaign to educate and
motivate staff members and Councillors
about the evils and consequences of
corruption and encourage them to
report incidence of corruption
December 2010 Municipal Manager;
Chief Operating Officer
Recurring Audit Findings Develop audit finding action plans
underpinned by the root causes of
findings and integrate such actions into
the SDBIP, the performance scorecards
of directorates and the performance
agreements of Senior Managers, to
enable implementation and monitoring
July 2010 Municipal Manager;
Chief Operating Officer;
Chief Financial Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
42
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Review the ICT Strategy to stipulate,
inter alia, the desired/ideal ICT
environment and develop an
implementation plan to foster service
delivery innovation
December 2010 Executive Director: Corporate
Services
Information and Communication
Technology (ICT)
Develop a profile of ICT competency
requirements, underpinned by the
reviewed ICT strategy, and conduct a
competency assessment in the ICT
Sub-directorate, based thereon
December 2010 Executive Director: Corporate
Services
Address immediate challenges by
reorganising functions that pose an
immediate threat to service delivery and
governance:
Institutional Arrangements
• Operational non-alignment of
functions
o Separate economic
development from sports, arts
and culture
o Develop a required
management competency
profile and conduct relevant
skills audit required when
EDRS is separated, to
enhance delivery
July 2010 Executive Mayor, Political
Chairpersons: Corporate Services;
Economic Development and Sports,
Arts and Culture, Municipal
Manager and Executive Director:
Corporate Services
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
o Remove political offices from
Corporate Services (Office of
the Speaker and Constituency
Services)
o Identify proper location of Ward
Committees in the institution
July 2010 Executive Mayor, Speaker,
Constituency Co-ordinator, and
Municipal Manager
o Identify strategic direction
regarding Special Programmes
Directorate
July 2010 Executive Mayor, Municipal
Manager, Chief Operating Officer,
Executive Director: Corporate
Services and Executive Director:
Special Programmes
Service delivery grey areas with no one
assuming overall accountability:
Identify and clarify areas of
responsibility
July 2010 Municipal Manager, Chief Operating
Officer and relevant Executive
Directors
Institutional Arrangements
(continued)
Develop a fully integrated organogram
representative of all directorates,
positions and levels (not only limited to
the high level), following the
development of a long-term vision and
strategy for the institution
December 2011
taking into account
the 2011 Local
Government
Elections
Executive Mayor;
Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop an integrated Public
Participation Policy underpinned by
inter alia the Oversight Committee
Report on the 2008/09 Annual Report;
to improve public participation and
community engagement in municipal
planning and decision-making
processes, as well as the
implementation of Ward-based projects
July 2010 Chief Operating Officer;
Constituency Services
Revise the Communications Strategy,
and develop and implement a
comprehensive communications plan
that is customer focused and service
delivery orientated
September 2010 Chief Operating Officer
Resume publication of magazines for
staff and local communities
December 2010 Chief Operating Officer
Develop quarterly service delivery
bulletins to account to communities on
performance progress, key decisions
made as well as challenges
Commencing
quarter ending
December 2010
Chief Operating Officer
Public Participation and
Communication
Develop and implement a new model
for Ward Committees, with a functional
performance management, monitoring
and evaluation component
September 2010 Office of the Speaker;
Office of the Chief Whip;
Constituency Services
Customer Care Develop an institutional customer care
model, system and policy to include
service levels / standards and
turnaround times as well as a tracking
and reporting system on incoming and
outgoing communication (electronic and
written)
September 2010 Chief Operating Officer;
Executive Director: Corporate
Services
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop the required competency
profile for and reskilling of frontline staff
December 2010 Executive Director: Corporate
Services
Customer Care (continued)
Develop an implementation plan and
roll out the official NMBM Language
Policy, which caters for the three main
local languages
December 2010 Chief Operating Officer
Leadership Provision Finalise the disciplinary case of the
Municipal Manager
July 2010 Executive Mayor
Develop a shared long-term vision (20
– 50 years) and long-term plan for
Nelson Mandela Bay
December 2010
(implementation
2011 and beyond)
Executive Mayor;
Municipal Manager;
Chief Operating Officer
Develop an integrated plan that covers
other spheres of government in the
Metro and develop and implement a
plan for community involvement on
Ward level
May 2011 Executive Mayor;
Chief Operating Officer;
Constituency Services
Establish a culture of forward planning
by ensuring that planning for the
coming financial year takes place in the
current financial year
Planning for the
2010/11 financial
year to be
completed by July
2010, and
thereafter annually
Municipal Manager;
Chief Operating Officer;
Chief Financial Officer;
All Executive Directors
Centralisation of strategic planning
issues in line with the objectives of the
National Planning Commission
June 2011 Executive Mayor;
Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
Strategic Planning and
Integration
Implement the 80:20 budget principle Annually Chief Operating Officer;
Chief Financial Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Identify and budget for at least five
priorities in every disadvantaged ward
and identify at least five of the poorest
wards for special attention and
budgeting
July 2010 Executive Mayor;
Speaker;
Chief Whip;
Chief Operating Officer;
Constituency Services
Review the Cluster system to ensure
the effective integration of operations
and service delivery
July 2010 Chief Operating Officer
Strategic Planning and
Integration (continued)
Revive the IDP Consultative structures
(e.g. the IDP Representative Forum)
2010/2011 Budget
Review Cycle
Chief Operating Officer
Host an Economic Development
Summit to set the scene for growth and
development in Nelson Mandela Bay,
with a focus on job creation, HDI
development, poverty eradication and
investment
May 2010 Executive Director: Economic
Development and Recreational
Services
Develop and implement an
entrepreneurship support programme
targeting HDIs and SMMEs
December 2010 Executive Director: Economic
Development and Recreational
Services;
Chief Operating Officer;
Chief Financial Officer
Socio-economic Development
Develop emerging/HDI contractors as
part of the EPWP and ensure that all
projects implemented by the
Municipality have a job creation
element
September 2010 Executive Director: Special
Programmes;
Executive Director: Economic
Development and Recreational
Services;
Chief Operating Officer;
Chief Financial Officer;
and all Executive Director s
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
47
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop and implement an EPWP
Policy/Strategy to maximise job
creation
September 2010 Executive Director: Special
Programmes;
Chief Operating Officer
Finalise a roster management policy to
inter alia improve the management of
rosters/panels and monitor the awards
made through the rosters/panels
December 2010 Chief Financial Officer
Revise the Supply Chain Management
Policy to ensure that it benefits HDIs
and SMMEs (revision should also
include measures necessary to enable
land release/disposal by HDIs and
measures to shorten turnaround times
for critical and priority projects)
July 2010 Chief Financial Officer
Finalise the SCM Process Manual December 2010 Chief Financial Officer
Evaluate and implement a SCM model
that will ensure dedicated attention to
contract management and technical
requirements, to prevent tender
manipulation
December 2010 Chief Financial Officer
Establish a construction incubator to
promote HDIs in this sector
September 2010 Executive Director: Economic
Development and Recreational
Services
Unbundle bigger tenders to ensure the
accelerated graduation of HDI/BEE
contractors in the CIDB
September 2010 Chief Financial Officer;
all Executive Directors
Socio-economic Development
(continued)
Enforce locality as a major (heavily
weighted) component of the
functionality section of tender
evaluation
July 2010 Chief Financial Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
48
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop a programme for the provision
of entrepreneurship support and
training to military veterans
December 2010 Executive Director: Economic
Development and Recreational
Services;
Department of Defence and Military
Veterans
Socio-economic Development
(continued)
Review and implement tourism
strategies to maximise the full potential
of Nelson Mandela Bay as a tourism
destination
September 2010 Executive Director: Economic
Development and Recreational
Services
Annually budget an amount for
mainstreaming based on consultations
with the relevant groups
Annually by June Office of the Executive Mayor;
Executive Director: Economic
Development and Recreational
Services;
Chief Financial Officer;
Constituency Services
Establish new and strengthen and
revitalise existing youth, gender and
disability structures in the Metro in
consultation with the relevant groups
December 2010 Office of the Executive Mayor;
Constituency Services
Mainstreaming of Youth, Women
and People with Disabilities
Develop and review policies and
strategies targeting youth, gender and
disability development in consultation
with relevant groups
September 2010 Constituency Services;
Chief Operating Officer
Financial Management and
Sustainability
Convene bimonthly sittings of the
Budget Performance Monitoring
Committee with Executive Directors
and relevant Portfolio Councillors
Bi-monthly Portfolio Chairperson: Budget and
Treasury;
Municipal Manager
Chief Financial Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
49
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Convene alternate month one-on-one
sessions to monitor the implementation
of the Capital Budget between the
Portfolio Councillor for Finance and the
relevant Executive Directors and
Portfolio Councillors
Monthly Municipal Manager;
Chief Financial Officer
Establish operational budgets for
related capital projects
July 2010 and
ongoing thereafter
Chief Financial Officer
Apply 80:20 principle on capital budget
and expenditure in favour of the
previously disadvantaged wards
July 2010 Chief Financial Officer;
Chief Operating Officer
Develop a priority rating system to
guide the allocation of both the capital
and operating budgets
December 2010 Chief Financial Officer
Develop a capital funding sustainability
model that will allow for scenario
planning amongst other imperatives
September 2010 Chief Financial Officer
Establish partnerships with financiers
and ensure optimal utilisation of the
fund-raising initiatives of the Metro
December 2010 Chief Financial Officer
Financial Management and
Sustainability (continued)
Prioritise maintenance budget during
budgeting processes
Annually Chief Financial Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
50
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop and recommend a new
integrated funding model proposal
appropriate for local government
budget allocations from the national
fiscal in line with the current local
government challenges and interact
with other Metro’s and surrounding
municipalities and submit a joint
proposal to SALGA, COGTA and
National Treasury
December 2010 Chief Financial Officer
Review the Credit Control Policy post
the socio-economic impact assessment
September 2010 Chief Financial Officer
Ensure full implementation of the Donor
Management Strategy
December 2010
and thereafter
ongoing
Chief Financial Officer
Review payment facilities and expand
prepaid electricity vending machines
December 2010 Chief Financial Officer
Develop and implement an annual
Masakhane Programme to promote
customer care and the payment of
services, as well as to ensure that all
indigent households receive free basic
services
Annually Chief Financial Officer
Financial Management and
Sustainability (continued)
Review and implement an
Organisational Efficiency Plan to
reduce wasteful and fruitless
expenditure
July 2010 Chief Operating Officer;
Chief Financial Officer
External Relations Develop a comprehensive report, with
solutions, on the intergovernmental
challenges affecting service delivery, to
be submitted to the Executive Mayor
May 2010 Chief Operating Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
51
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Visit by a team led by the Executive
Mayor to the Premier of the Eastern
Cape Province and the relevant MECs
and develop a service level agreement
on all intergovernmental challenges
May 2010 Executive Mayor;
Deputy Executive Mayor;
Premier of the Eastern Cape
Province
Provision of oversight role by National
Treasury over Provincial Treasury to
enforce the promulgation of DORA
within set timeframe
July 2010 National Treasury;
Provincial Department of Finance
Meet Level Two and Three housing
accreditation requirements to ensure
the devolution of housing delivery
function
Level Two by July
2010 and Level
Three by June
2011
Executive Director: Human
Settlements;
Provincial Department of Human
Settlements
Develop and implement a framework to
support surrounding municipalities with
capacity development to enable them to
provide basic services and institutional
and financial management capacity
December 2010 Chief Operating Officer
External Relations (continued)
Develop a framework for the co-
ordination of community development
workers in Nelson Mandela Bay by the
Municipality and Province, to ensure
their effective utilisation and
accountability
September 2010 Constituency Services;
Provincial Department of Local
Government and Traditional Affairs
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
52
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Projects Requiring Special
Attention
Conduct a diagnostic study and
develop an intervention strategy to
accelerate visible development with
regard to:
(a) Njoli Square Development
(b) MURP
(c) Zosa Street development
(d) Rosedale
(e) Peri-urban areas
July 2010 Executive Mayor;
Executive Director: Special
Programmes;
Executive Director: Human
Settlements;
Executive Director: Infrastructure
and Engineering;
Chief Operating Officer
NB! Where Executive Directors are indicated as the responsible person, the relevant Portfolio
Councillors and Standing Committee will carry political responsibility.
doc_306541817.pdf
In his State of the Nation Address, State President, Jacob Zuma, declared the year 2010 as the year of action.
TURNAROUND STRATEGY
(May 2010)
TABLE OF CONTENTS
FOREWORD BY THE EXECUTIVE MAYOR ........................................................ 1
1. BACKGROUND ............................................................................................ 2
2. OBJECTIVES OF STRATEGY ..................................................................... 3
3. SITUATIONAL ANALYSIS OF NELSON MANDELA BAY ......................... 4
4. STATE OF SERVICE DELIVERY IN NELSON MANDELA BAY ................ 4
4.1 WATER ..................................................................................................... 4
4.2 SANITATION .............................................................................................. 5
4.3 PUBLIC HEALTH ........................................................................................ 5
4.4 ELECTRICITY ............................................................................................. 5
4.5 INTEGRATED HUMAN SETTLEMENT CHALLENGES ....................................... 5
4.6 INFRASTRUCTURE CHALLENGES ................................................................ 6
4.7 COEGA INFRASTRUCTURE REQUIREMENTS ................................................. 6
4.8 PERI-URBAN AND WARD-BASED INFORMATION CHALLENGES ........................ 6
4.9 SAFETY AND SECURITY ............................................................................. 7
5. INSTITUTIONAL CHALLENGES ................................................................. 7
5.1 POLITICAL MANAGEMENT AND OVERSIGHT .................................................. 7
5.2 GOVERNANCE ........................................................................................... 8
5.3 STRATEGIC PLANNING AND INTEGRATION GAPS .......................................... 11
6. SOCIO-ECONOMIC DEVELOPMENT ......................................................... 11
7. MAINSTREAMING OF YOUTH, WOMEN AND PEOPLE WITH
DISABILITIES ............................................................................................... 12
8. SPORTS, ARTS, CULTURE AND HERITAGE ............................................ 12
9. FINANCIAL CHALLENGES ......................................................................... 13
10. INTERGOVERNMENTAL CHALLENGES ................................................... 13
11. PROJECTS REQUIRING SPECIAL ATTENTION ....................................... 14
12. INTERVENTIONS ......................................................................................... 14
12.1 STATE OF SERVICE DELIVERY IN NELSON MANDELA BAY ............................ 14
12.2 LAND AND SPATIAL PLANNING .................................................................... 18
12.3 INFRASTRUCTURE DEVELOPMENT AND MAINTENANCE ................................. 19
12.4 COEGA INFRASTRUCTURE ......................................................................... 19
12.5 PERI-URBAN AND WARD-BASED INFORMATION ............................................ 20
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
12.6 PUBLIC HEALTH ........................................................................................ 20
12.7 SPORTS, ARTS, CULTURE AND HERITAGE .................................................. 21
12.8 SAFETY AND SECURITY ............................................................................. 21
12.9 POLITICAL MANAGEMENT AND OVERSIGHT .................................................. 22
12.10 GOVERNANCE ........................................................................................... 22
12.11 STRATEGIC PLANNING AND INTEGRATION ................................................... 26
12.12 SOCIO-ECONOMIC DEVELOPMENT .............................................................. 27
12.13 MAINSTREAMING OF YOUTH, WOMEN AND PEOPLE WITH DISABILITIES .......... 28
12.14 FINANCIAL MANAGEMENT AND SUSTAINABILITY ........................................... 28
12.15 EXTERNAL RELATIONS ............................................................................... 29
12.16 PROJECTS REQUIRING SPECIAL ATTENTION ................................................ 30
13. IMPLEMENTATION PLAN ........................................................................... 31
ANNEXURES:
Appendix “A” - 7-year Human Settlements Plan
Appendix “B” - Relocation Programme
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
1
FOREWORD BY THE EXECUTIVE MAYOR
In his State of the Nation Address, State President, Jacob Zuma, declared the year
2010 as the year of action. In this regard, the President made a clarion call on all
public representatives and officials to work smarter and better in improving service
delivery and development. Furthermore, in December 2009, the Cabinet approved a
Local Government Turnaround Strategy that reinforces the need to do things
differently.
This Turnaround Strategy is a major policy pronouncement by the Nelson Mandela
Bay Metropolitan Municipality and sets a new inclusive development path for the
Metro. The Strategy will find further expression in the institution’s IDP and Budget.
A central feature of the Strategy is that it is home grown and customised to address
local challenges.
I call upon all political parties represented in Council, all officials, the private sector,
social partners and the communities of this Metro to rally behind this Turnaround
Strategy so that, together, we can make a difference in the lives of our residents,
especially the poor and the vulnerable.
CLLR Z WAYILE
EXECUTIVE MAYOR
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
2
1. BACKGROUND
Local government, and in particular the Nelson Mandela Bay Municipality, is
confronted with a wide range of challenges. Despite these challenges, the
Municipality is expected to fulfil its mandate in terms of the Constitution of the
Republic of South Africa, Act 108 of 1996, namely:
(a) To provide democratic and accountable government for local communities.
(b) To ensure the provision of services to communities in a sustainable manner.
(c) To promote social and economic development.
(d) To promote a safe and healthy environment.
(e) To encourage and facilitate the involvement of communities and community
organisations in matters of local government.
Finding solutions to the challenges facing this Municipality is therefore imperative for
the fulfilment of its constitutional mandate. It is, however, important to note that
these challenges are of both external and internal origin and therefore require that
the three spheres of government join forces in finding sustainable solutions. In this
Turnaround Strategy of the Nelson Mandela Bay Municipality, the envisaged roles
and responsibilities of the Municipality, Province and National Government in this
process are outlined. However, for this Strategy to be a success, the residents of
Nelson Mandela Bay, the private sector, social partners, NGOs, academic institutions
and other stakeholders should also participate in identifying solutions.
It should be noted that this Strategy forms an integral part of the IDP and Budget.
Furthermore, the Local Government Turnaround Strategy (National) indicates that
the development of municipal turnaround strategies should be internally driven, and
not by consultants. Furthermore, municipal turnaround strategies should be
customised and informed by the local environment and local challenges. Hence, as
emphasised in the Local Government Turnaround Strategy (2009), a ‘one size fits all’
approach is not practical. Key to the successful development and implementation of
a turnaround strategy is brutal honesty on the part of the relevant institution regarding
its challenges, both political and administrative.
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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The Municipality’s Turnaround Strategy is underpinned by the following:
(a) Constitutional mandate of South African Local Government
(b) ANC Local Government Manifesto (2006)
(c) Local Government Turnaround Strategy adopted by Cabinet on
3 December 2009
(d) NMBM ANC Region’s Operations Guqula
(e) NMBM Mayoral Committee Retreat Report (January 2010)
(f) NMBM Management Retreat Report (March 2010)
(g) NMBM Mayoral and Oversight Community Outreach Report (February to
March 2010)
(h) Standing Committee Retreats
(i) Service Delivery Protests Report
(j) Annual and Oversight Reports (2008/09)
(k) 2010/11 IDP/Budget consultations
(l) Management and audit reports from the Office of the Auditor-General
(m) Biannual input from National Treasury
Reports of Internal Audit Services(o) Reports of the Audit Committee
The above key documents and processes presented an opportunity to both the
political and administrative leadership to identify and understand the key challenges
facing the Municipality, thereby providing a solid foundation for the Municipality’s
Turnaround Strategy.
2. OBJECTIVES OF STRATEGY
The objectives of this Strategy include the following:
(a) The restoration of confidence in the Nelson Mandela Bay Municipality as a
primary service delivery arm of government that is effectively addressing
community concerns.
(b) The universalisation of service delivery to all communities of Nelson Mandela
Bay.
(c) Addressing the key socio-economic challenges in Nelson Mandela Bay,
especially unemployment and poverty.
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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(d) Developing a shared agenda for the growth and development of Nelson
Mandela Bay.
(e) Understanding and managing institutional risks.
(f) Ensuring a fraud- and corruption-free Municipality.
(g) Ensuring good corporate governance and an accountable and performance-
driven institution, which is focused on service delivery.
(h) Ensuring that all municipal planning, budgeting and decision-making
processes are embedded in public participation and community involvement.
(i) Restoring the human dignity of the residents of Nelson Mandela Bay,
especially in the disadvantaged areas/wards.
(j) Ensuring sound financial management and sustainability.
(k) Ensuring a joint intergovernmental approach to implementing this Turnaround
Strategy.
3. SITUATIONAL ANALYSIS OF NELSON MANDELA BAY
(a) Population – 1,1 million
(b) Households – 289 000 (formal areas)
(c) Area covered – 1950 km²
(d) Unemployment rate: over 35%.
(e) Altogether 112 306 of the total number of 289 000 formal households are
classified as indigent.
(f) 44% of households access at least one social grant.
(g) 30% HIV/AIDS prevalence rate, according to antenatal care statistics.
(h) 20% of residents have no or limited schooling.
4. STATE OF SERVICE DELIVERY IN NELSON MANDELA BAY
4.1 Water
(a) % of households with access to water within 200 m radius – 100%
(b) % of direct housing connections – 91%
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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4.2 Sanitation
(a) % of households connected to sanitation – 91%
(b) Number of buckets in circulation – 22 500
4.3 Public Health
(a) % of households provided with basic level of refuse collection – 99%
(urban areas). It is acknowledged that challenges in refuse collection remain
in peri-urban areas and around Chatty Ext. 3 and 4, where people are illegally
occupying land and there is an accessibility challenge.
(b) Persistent challenge of illegal dumping in the Metro due to lack of properly
funded waste minimisation strategies.
(c) Absence of institutional arrangements to coordinate climate change issues in
the institution.
(d) Shortage of clinics.
(e) Overcrowded and understaffed clinics.
4.4 Electricity
(a) % of households with access to electricity in formally demarcated residential
areas – 98%
(b) % of households without electricity, including undemarcated informal areas –
12%.
4.5 Integrated Human Settlement Challenges
(a) Housing challenges
• Total backlog – 84 781
o Informal areas – 35 772
o Backyard shacks – 49 009
(b) Households living in stressed areas (servitude, floodplain and overcrowded
areas).
(c) Lack of integrated approach to relocations, resulting in inadequate servicing
of relocated communities.
(d) Challenge around the delays in the issuing of title deeds for and the
ownership of RDP homes.
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
6
(e) Lack of confidence in the management of the housing delivery process,
including the waiting list, the allocation process and the alleged illegal
occupancy of houses.
(f) Challenge of blocked housing projects and ‘wet and defective’ houses.
(g) Land and spatial planning challenges:
• Access to municipal/public land by HDIs.
• Absence of approved Spatial Development Framework.
• Lack of visible spatial restructuring.
• Lack of integrated human settlements.
4.6 Infrastructure challenges
(a) The tarring backlog in the Metro (approximately 485 km).
(b) Cost to eliminate tarring backlog (approximately R1,8 billion).
(c) Aging and poor infrastructure (especially electricity, water and sanitation
infrastructure in disadvantaged communities), causing leakages, bursts,
unhygienic conditions that culminate in service delivery disruptions.
(d) Stormwater drainage problems in disadvantaged wards.
(e) Absence of a long-term capital investment plan to enable economic growth
and socio-economic development.
4.7 Coega infrastructure requirements
(a) Approximately R4,3 billion is required to provide Coega with bulk water and
sewer infrastructure.
(b) Approximately R150 million is needed over the next three years for electricity
infrastructure to meet the high voltage requirements of the current investor
profile.
4.8 Peri-urban and ward-based information challenges
(a) Absence of baseline information on Ward-based social infrastructure and
profile.
(b) Absence of an integrated plan to provide services to peri-urban areas.
(c) Absence of data with regard to the extent of access to and adequacy of basic
service delivery in peri-urban areas.
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The above statistics with regard to the situational analysis and access to basic
services provide an indication of the key developmental challenges facing the Nelson
Mandela Bay Municipality.
4.9 Safety and Security
(a) Incidence of crime, especially violent crimes such as armed robberies and
murder.
(b) Unmanned CCTV cameras which is eroding the potential effectiveness
thereof.
(c) Low level of productivity and collection rate of traffic officers.
5. INSTITUTIONAL CHALLENGES
In addition to service delivery challenges, the Municipality is also experiencing
institutional challenges, as outlined below. These challenges are both external and
internal in origin.
INTERNAL FACTORS
5.1 Political management and oversight
(a) No clarity on accountability and the respective roles and responsibilities,
especially of the Chief Whip, the Executive Mayor, the Speaker, and the
Municipal Manager. This was also identified by the Local Government
Turnaround Strategy (National) as one of the key causes of conflict in
municipalities, culminating in lack of service delivery, ineffective governance
and, ultimately, service delivery protests and political infighting. This state of
affairs is also mirrored administratively: lines of accountability are blurred,
causing confusion and lack of accountability and institutional direction, and
the general collapse of performance, governance and delivery. This situation
regrettably also applies to the Nelson Mandela Bay Metropolitan Municipality.
(b) Claims by officials of having received political mandates on various issues
outside the established hierarchy.
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(c) Negative effect of political conflicts on professionalism and performance in the
administration.
(d) Lack of a body with greater oversight powers (SCOPA-like Oversight
Committee) to complement Council in enforcing accountability and oversight.
(e) Absence of delegation of powers (political and administrative).
5.2 Governance
(a) Lack of By-law enforcement.
(b) Absence of an organisational culture that promotes good governance,
operational efficiency and performance excellence.
(c) Human resources constraints:
(i) Absence of an integrated Human Resources Plan to include
competency-based HRD, manpower forecasting and career planning.
(ii) Low staff morale.
(iii) Poor labour relations and general mistrust.
• Lack of proper planning on all labour related challenges.
• Reactive (not proactive) approach to labour unrests and strikes.
• Implementation of collective agreement that excludes external
lawyers from the disciplinary process, as agreed upon between
SALGA and SAMWU on 21 April 2010.
• Absence of minimum service agreements that guide the
provision of essential services during strikes and labour unrests.
• Hostile relations between unions and the employer.
• No picketing rules agreed upon between employer and
employee before a strike.
• Poor internal communication, the effect whereof is felt
particularly during strikes.
(iv) Long recruitment processes.
(v) Poor management of overtime and instances where overtime
exceeds the maximum overtime permissible in terms of the Basic
Conditions of Employment Act, 75 of 1997, namely ten hours
overtime per week/three hours overtime per day.
(vi) Non-filling of key vacancies over extended periods, which includes
the positions of Executive Director: Electricity and Energy, the
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Director: Labour Relations and the Director: Supply Chain
Management.
(vii) Retention of staff.
(viii) Shortage of scarce and technical skills.
(ix) Indiscriminate firing and suspension of officials, especially on a senior
level, as identified on a national level and reflected in the Local
Government Turnaround Strategy.
(x) Lack of enforcement in respect of staff disciplined by the
administration, emanating from:
• Lack of ownership of the disciplinary process by senior
officials, even in instances where the Code of Conduct was
transgressed.
• Political driven deals on administrative matters affecting the
enforcement of disciplinary measures against officials who
have transgressed.
(d) Inadequate institutional risk management and old anti-fraud and anti-
corruption strategies.
(e) Allegations of corruption in directorates and offices as well as in Supply Chain
processes.
(f) Supply Chain Management regulations and policy do not assist in achieving
the Supply Chain targets set by Council for the previously disadvantaged,
youth, gender and people with disabilities.
(g) Information and Communication Technology (ICT) shortcomings:
(i) More operational and lack of strategic focus.
(ii) Lack of ICT innovation to enhance service delivery.
(iii) Inadequate ICT security.
(h) Institutional arrangements.
(i) Operational non-alignment of functions.
(ii) Grey areas in service delivery in respect of which no-one is assuming
overall accountability.
(i) Political instability, which has characterised the first six months of the current
financial year and has impacted negatively on service delivery and
performance, e.g. the stalemate reached, which affected the sittings of
Standing, Mayoral Committee and Council meetings.
(j) Recurring findings by the Office of the Auditor-General.
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(k) Public participation and communication gaps:
(i) Inadequate community involvement during the planning and
implementation of projects.
(ii) Lack of an integrated and coherent communications strategy and
public participation policy.
(iii) Ineffective and now non-existent Ward Committee System.
(iv) Poor planning around public participation processes.
(v) Lack of a project-based public participation policy to guide the
implementation of ward-based projects.
(l) Customer relations and Batho Pele.
(i) Poor response time to queries, both written and verbal.
(ii) Frontline staff competency gaps.
(iii) Poor customer interfaces, such as switchboard and service enquiry
counters.
(iv) A fragmented and non-cohesive approach to customer care.
(v) Non-availability of information in the three main local languages
spoken in Nelson Mandela Bay (IsiXhosa, English and Afrikaans).
(vi) Lack of ICT innovation to enhance service delivery.
(vii) No single number for community complaints.
(m) Performance management:
(i) Lack of culture of performance in the institution.
(ii) Lack of a service level agreement between directorates.
(iii) Lack of effective contract management to enable legal compliance,
performance management, monitoring and evaluation.
(iv) Lack of control over and monitoring of the implementation of Council
decisions.
(v) Lack of monitoring and evaluation, both administratively and
politically.
(vi) Gaps in the performance management system, performance
information, performance indicators and reports.
5.2.1 Leadership challenges
Absence of a full-time Municipal Manager, resulting in lack of forward planning and
the long-term stability provided by a full-time incumbent.
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5.3 Strategic planning and integration gaps
(a) Absence of a long-term shared vision and long-term strategic plan. The
Municipality is planning on a short term basis (three-year budget cycle and
five-year IDP). This planning is done in the absence of a shared and
common desired vision for the future. Furthermore, this short-term planning
process does not enhance continuity beyond the five-year term of the political
leadership, meaning that plans are constantly changed when a new
leadership comes into office in the absence of a long-term shared vision to
guide decision-making and planning towards a desired future. The current
vision of the Municipality is largely unknown, is not a product of broader
consultation and cannot be used to guide developmental decision-making,
budgeting, marketing and investment.
(b) Fragmented directorate-based missions and visions.
(c) Lack of timeous and adequate forward planning.
(d) IDP is not integrated with the plans of other spheres of government and not
fully entrenched in local communities.
(e) Lack of proper adherence to institutional processes with regard to the
development and processing of the IDP to allow for political direction and
input before it is tabled in Council.
(f) No regular meetings held by IDP structures, e.g. the IDP Representative
Forum.
(g) Lack of reliable Metro-based statistical information to support development
and decision making.
(h) Lack of consistency and a common understanding with regard to
implementation and influence of diverse policies, plans, strategies and their
interchangeability.
(i) Lack of integration and co-ordination in the planning and implementation of
programmes and projects.
(j) Non-functional IDP structures, e.g. the IDP Representative Forum.
6. SOCIO-ECONOMIC DEVELOPMENT
(a) High levels of unemployment and poverty, exacerbated by the recent
worldwide recession.
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(b) Absence of an entrepreneurship support programme and lack of visible
institutional support for co-operatives.
(c) Lack of mainstreaming of HDIs in Supply Chain Management processes:
(i) Use of old rosters comprising non-HDI entities and the poor and
improper administration of rosters.
(ii) Existence of open-ended contracts in the institution.
(d) Non-alignment and lack of cohesive development strategies between
roleplayers in the economic space within Nelson Mandela Bay, Province and
National at large.
(e) Lack of a coherent and integrated tourism development strategy and plan.
(f) Limitations imposed on ring-fencing by the MFMA, Constitution and
Preferential Procurement Policy Framework Act (PPPFA).
(g) Evaluation criteria challenge emanating from PPPFA (80:20 or 90:10): 80
and 90 being for price/functionality and 20 and 10 being for empowerment.
This is not flexible towards the HDIs/BEE, as it does not redress imbalances.
(h) CIDB regulations limit HDI opportunity for accessing bigger projects in the
construction industry.
7. MAINSTREAMING OF YOUTH, WOMEN AND PEOPLE WITH
DISABILITIES
(a) Lack of mainstreaming of youth, women and people with disabilities.
8. SPORTS, ARTS, CULTURE AND HERITAGE
(a) Poor state of repair of heritage buildings, which had a negative impact on the
economy and tourism and poses the prospect of the loss of valuable cultural
and heritage assets.
(b) Limited influence of the Municipality over the legal heritage mandate, which
belongs with provincial and national institutions.
(c) Non-alignment of and lack of cohesion and integration in sports development
in Nelson Mandela Bay.
(d) Failure to successfully host major events, and uncoordinated events and
tourism enhancement.
(e) Lack of a framework to guide the development, maintenance and
management of sports facilities.
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9. FINANCIAL CHALLENGES
(a) Low capital expenditure (2009/10 financial year).
(b) Lack of community confidence in the municipal Credit Control Policy.
(c) Lack of proportional allocation and expenditure of budget, skewed towards
poor wards.
(d) Need for budgetary intervention in respect of maintenance backlogs.
(e) Capital allocations not matched by Operating Budget funding.
(f) Lack of finance to support capital infrastructure for service delivery and
economic development infrastructure.
(g) Regional Electricity Distribution (REDS) and the impact on the sustainability
of the Municipality and the RED 3 created.
(h) Sustaining high consumer account collection rates.
(i) Sustaining the current credit rating of the municipality.
(j) Improving and expanding payment facilities.
(k) ESKOM price increases have resulted in the escalation of bulk purchase
costs as well as local tariff increases for consumers.
(l) Incidence of wasteful and fruitless expenditure in directorates.
EXTERNAL FACTORS
10. INTERGOVERNMENTAL CHALLENGES
(a) Non-gazetting of Three-year Budget by Provincial government to allow for
advance planning.
(b) Delay in settlement of government debt, thereby affecting the availability of
funds to accelerate basic service delivery.
(c) Unfunded mandates (e.g. primary health, libraries and provincial roads
maintenance).
(d) Inadequate funding for the key requirement of housing provision.
(e) Environmental Impact Assessment (EIA) delays, which have impacted on
development.
(f) Devolution/Delegation of primary health function and ambulances.
(g) Funding formula for local government in terms of the Division of Revenue Act
(DORA) is not favourable to local government.
(h) Failure to enforce DORA by provincial and national governments.
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(i) Lack of coordination of community development workers between the
provincial and local government to ensure their effective utilisation.
(j) Unacceptable high water leakage and poor sanitation in schools.
(k) Shortage and poor state of repair of schools in newly developed areas in the
Metro, e.g. Ikamvelihle, Chatty, NU 29 and 30.
(l) Lack of integrated planning between the three spheres of government.
(m) Absence of a framework to provide capacity to the surrounding local
municipalities.
11. PROJECTS REQUIRING SPECIAL ATTENTION
(a) Slow progress with Njoli Square development.
(b) Slow pace of change in Motherwell, which has been identified as a
development priority area.
(c) Slow progress with regard to Zosa Street.
(d) Intervention in Rosedale.
(e) Peri-urban area development.
12. INTERVENTIONS
The interventions proposed and/or being undertaken to address the aforementioned
challenges are outlined below and constitute the Turnaround Strategy for Nelson
Mandela Bay.
12.1 State of service delivery in Nelson Mandela Bay
The Turnaround Plan for the provision of basic services, namely water and sanitation
and electricity, is linked to the 7-year Housing Turnaround Strategy. In the interim,
the Municipality provides standpipes in the informal settlements within a 200 m radius
of each household. In areas without the necessary bulk infrastructure, especially in
peri-urban areas, the Municipality provides water tanks. Furthermore, the
Municipality will provide communal ablution facilities, manned on a 24-hour basis, in
communities currently served with the bucket system.
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The need to conform to the Integrated Energy Plan (IEP) in order to diversify the
NMBM electricity mix has led to NMBM actively pursuing Renewable Energy. The
long term sustainability and ability for NMBM to provide a reliable electricity service
with a fair and competitive tariff will ultimately depend on its strategic approach to
Renewable Energy. The following projects are either completed or nearing
completion:
o 25MW Wind Farm
o 4MW Landfill to Gas
o 2MW Biogas at Fish Water Flats
o 60 000 High pressure Solar Water Heaters
o 120 000 Low pressure Solar Water Heaters
o A suite of energy Efficiency projects encompassing Street lighting,
domestic homes and other Municipal infrastructure – DoRA Grant
Fund
An active capital programme to replace potentially troublesome substations such as
that in 17
th
Avenue Walmer, such a program will enhance the quality of supply for all
residents of the NMBM.
12.1.1 Provision of integrated human settlements
The Municipality developed a Housing Turnaround Plan, which was implemented
with effect from February 2009. The main aim of the Housing Turnaround Plan is to
accelerate housing delivery and to facilitate the achievement of integrated
sustainable human settlements. The Housing Turnaround Plan is based on the
technical verification and investigation of old and blocked housing projects and also
makes provision for future projects.
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The Housing Turnaround Plan has the following sub-programmes:
(a) 7-Year Integrated Human Settlements Plan
For the Metro to be able to realise its 7-Year Integrated Human Settlements Plan
(see Annexure “A”), it requires approximately R500 million per annum over the next
five years, which translates into 7 500 units per annum. The Municipality is currently
receiving an average annual allocation of R200 million, which is not sufficient. A
request to address the shortfall has been submitted to Province.
The 7-Year Integrated Human Settlements Plan incorporates housing, civil and bulk
infrastructure and electricity. Social and economic amenities have not yet been
integrated into the Plan. To this end, an Integrated Development Planning Matrix was
developed as an interdepartmental and intergovernmental tool to facilitate the
integrated and sustainable planning and development of housing.
(b) Upgrading and management of Informal Settlements
The Informal Settlements Upgrading Programme is part of the 7-Year Housing Plan.
The Metro has approximately 115 informal settlement areas, with a total number of
approximately 18 862 shacks that must be relocated and approximately 16 910
shacks that must be upgraded in situ.
With regard to relocations, a Relocation Plan has been developed and categorised
into source and destination areas (see Annexure “B”). The aim is to relocate all
communities living in environmentally stressed areas by 2014. In terms of a short-
term plan, 5000 families who are in immediate danger will be relocated by June
2011. The Directorates Human Settlements and Public Health are collaborating to
develop a Resettlement Prevention Plan. This Plan will inter alia facilitate the
development of these stressed areas into parks and sport facilities. A Law
Enforcement Anti-Land Invasion Plan will also be developed to prevent the illegal
invasion of vacant land, with the cooperation of the Safety and Security Directorate.
Coupled with these interventions, the Human Settlements Directorate is also
establishing Residents Committees to monitor land invasion in these areas.
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(c) Rectification Programme
The Rectification Programme is part of the Housing Turnaround Plan. In terms of the
Plan, approximately 20 000 ‘wet and defective’ houses have already been assessed
for rectification. A total of 28 project applications were submitted to Province. To
date, 20 projects have been approved and contractors have been appointed. This is
a 3-year programme, with an estimated budget of R320 million. To ensure proper
monitoring and technical support for this programme in order to prevent shoddy work,
the Metro has appointed an external consulting firm to augment its technical capacity
to ensure effective project implementation. We are also working closely with Province
and the National Housing Builders Registration Council to monitor and ensure quality
rectification work.
(d) Accreditation/Capacity Development Programme
One of the objectives of the Housing Turnaround Strategy is to strengthen
institutional, technical, administrative and financial capacity.
To fulfil this responsibility, the Municipality was accredited at Level One in 2008 to
implement National Housing Programmes. This level allows the Municipality only to
develop, administer and implement housing projects.
The Municipality has now applied for Level Two Accreditation, in line with the
National Accreditation Framework. Level Two accreditation will give the Metro more
delegated authority with regard to housing subsidy administration. In this regard, the
Metro will be able to capture, screen and approve the beneficiaries of the Housing
Subsidy System. This delegated authority will streamline the approval process and
thereby contribute towards accelerated and effective housing delivery.
The ultimate goal is to be accredited at Level Three so that full housing delivery
delegations could be devolved to the Municipality.
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(e) Beneficiary management
Another key element of the Housing Turnaround Strategy is to ensure the efficient,
transparent and accountable allocation of houses to beneficiaries. Initiatives to
achieve this, include:
(i) The development of a Housing Demand Data Base, which is linked to the
National Housing Subsidy system, integrating all the old housing waiting
lists.
(ii) An audit and survey of illegally and incorrectly allocated houses to
beneficiaries was undertaken and a report in this regard has been
developed and will be implemented. Parallel to this process, Province has
established a Special Investigation Unit to investigate all housing related
fraud/corruption complaints.
(iii) The establishment of an Inter-Departmental Task Team to deal with the
registration and issuing of title deeds. An external conveyancing team will
provide technical/legal support to the Task Team.
12.2 Land and spatial planning
Interventions to ensure more equitable access to land are outlined below:
(a) Provision of training in land disposal processes and tendering to HDIs.
(b) Interaction with external institutions, such as the Development Bank of
Southern Africa, ECDC, NAFCOC, SALGA and other stakeholders to assist
in identifying effective financing options for HDIs.
(c) Revision of land disposal policies to enhance access by HDIs.
(d) Review and adopt the Spatial Development Framework including the urban
edge and spatial restructuring.
Please note that Supply Chain interventions also apply to land release matters
and its review should therefore cover these.
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12.3 Infrastructure development and maintenance
(a) Sourcing additional funding to eliminate infrastructure backlogs.
(b) Completion of asset register and their conditionalities and sourcing of
maintenance and replacement funding to deal with aging and poor
infrastructure (especially water and sanitation infrastructure in disadvantaged
communities), causing leakages, bursts and unhygienic conditions.
(c) Development and implementation of a strategy to deal with water leakages.
(d) Sourcing additional project management capacity to manage capital projects,
improve service delivery and capital spending as well as the monitoring and
evaluation of consultants.
(e) Shortening Supply Chain turnaround time for critical and priority projects.
This should be included as part of the review of the Supply Chain
Management Policy.
(f) Undertaking a comprehensive audit and costing of municipal backlogs (both
service delivery and maintenance), and development of a long-term plan to
deal with service delivery and maintenance backlogs.
(g) Engaging with Coega Development Corporation and Mandela Bay
Development Agency to provide assistance in the Infrastructure and
Engineering Directorate which is faced by serious capacity constraints and
shortage of critical staff, which is affecting the pace of service delivery, the
execution of projects and capital expenditure.
12.4 Coega infrastructure
An intergovernmental approach is needed to deal with the approximately R4,3 billion
required to provide Coega with bulk water and sewer infrastructure as well as the
R150 million required over three years to provide for electricity infrastructure. In this
regard, a team made up of the Municipality and Coega should draw up a
comprehensive document and approach the Province and National for additional
funding.
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12.5 Peri-urban and ward-based information
(a) Develop a Ward-based profile that includes social infrastructure backlogs.
(b) Develop an integrated plan to provide services to peri-urban areas as part of
the IDP and Budget processes.
12.6 Public Health
(a) An audit of all illegal dumping sites in the Metro was completed, during which
527 sites were identified. Based on the audit findings, an integrated strategy
to eliminate illegal dumping will be developed and implemented. This
strategy will encompass the maintenance of municipal vacant land and
vacant private properties as a critical element of the minimisation of illegal
dumping on those properties and must provide job opportunities for the
unemployed.
(b) Access to removal services is a key service delivery priority. Currently, 3 336
illegal occupants of land near Chatty 3 and 4 are not receiving refuse removal
services, due to the inaccessibility of the terrain. In addition, certain
households in peri-urban areas, especially in Theescombe, Colleen Glen and
Greenbushes, are not receiving refuse removal services. An audit is to be
conducted of peri-urban households not receiving refuse removal services
and a strategy in this regard will be developed and implemented.
(c) Establishment of a Climate Change Unit to coordinate climate change issues
in Nelson Mandela Bay, as a critical condition for the development of forward
planning strategies to minimise the impact of climate change on Nelson
Mandela Bay.
(d) Identification of overcrowded clinics that require upgrading, both by the Public
Health Directorate as well as during Ward-based IDP/Budget processes.
(e) Identification of understaffed and poorly serviced clinics both municipal and
provincial run, and provision for staffing them during the 2010/11 Budget.
Province should be approached with regard to provincial clinics, and a
programme for the upgrade should be provided, in the 2010/11 Budget.
(f) Identification of areas that need mobile clinics during the IDP/Budget process
and budgeting for them.
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12.7 Sports, Arts, Culture and Heritage
(a) The Executive Mayor established a multi-party Heritage Task Team, which
developed a strategy and action plan in February 2010 to address the
deterioration of heritage buildings in Nelson Mandela Bay (see attached
action plan with timeframes and deliverables).
(b) Host a Sports Summit to ensure cohesion and integration in sports
development in Nelson Mandela Bay, to be attended by all roleplayers in the
sports fraternity, which include the Municipality, the Department of Sports,
Arts and Culture (Provincial and National), local sports clubs and
associations, representatives from local schools and institutions of higher
learning, civil society and other interest groups, to map and implement a new
sports development agenda for Nelson Mandela Bay.
(c) Develop a framework to guide the development, maintenance and
management of sports facilities.
(d) Develop an Events Administration Policy and Strategy linked to tourism
promotion to ensure the successful hosting of and accountability for major
events.
(e) Develop a comprehensive 2010 FIFA World Cup Legacy Programme to
leverage its economic, service delivery, infrastructure development and other
benefits.
12.8 Safety and Security
(a) Establishment of the Municipal Police Service.
(b) Ensure that all CCTV cameras installed are operational, manned and
monitored.
(c) Set standard performance benchmarks for traffic officers, other safety and
security officers as well as collection standards for traffic fines.
(d) Establish ward, zonal and unit safety and security structures in liaison with
the SAPS.
(e) Develop a framework and programme for the utilisation and participation of
military veterans in safety and security programmes and structures.
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12.9 Political management and oversight
(a) Local government is highly legislated and in this regard, it is key that the
Council redevelop or review the roles and responsibilities manual for political
office-bearers (Chief Whip, Executive Mayor, Speaker) and for the Municipal
Manager.
(b) Develop and formalise lines of communication and protocol through which the
political mandate is channelled to the administration, thereby eliminating a
situation in which various officials are given, or claim to have received,
political mandates.
(c) Develop, adopt and implement a document on delegation of powers (political
and administrative).
(d) Establish a SCOPA-like Oversight Committee to enhance accountability.
12.10 Governance
12.10.1 Delegations, roles, responsibilities and reporting lines
(a) Identify cases of incorrect reporting/interference and enforce the official
reporting lines.
(b) Audit legislation applicable to each directorate and office and develop and
enforce a compliance manual.
(c) Identify and institutionalise a shared organisational culture that promotes
good governance, operational efficiency and performance excellence.
(d) Develop a By-law Enforcement Strategy.
(e) Develop annual service level agreements between directorates to formalise
inter-directorate service delivery and accountability.
12.10.2 Human resources constraints
(a) Develop scientific criteria for staffing/consideration of requests for approval of
vacancies.
(b) Review terms of reference and approval criteria for the Critical Vacancies
Task Team and identify additional expertise to enhance the work of the Task
Team.
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(c) Commence with the filling of vacancies, in line with the above criteria.
(d) Develop an integrated Human Resources Plan to include competency-based
HRD, manpower forecasting and career planning, in consultation with all
directorates and other relevant stakeholders.
(e) Develop a framework and/or guidelines to manage overtime in the institution
as part of the institutional efficiency programme.
(f) Create a conducive environment for labour peace through the following
initiatives:
(i) Develop a disciplinary model that include a pool of prosecutors and
presiding officers, and determine training requirements and resources.
(ii) Submit annual priorities/plans by both trade unions and political offices
for the ensuing financial year, to coincide with the NMBM’s planning
and budgeting cycles.
(iii) Develop a delivery strategy/plan on implementing long standing
agreements between the Municipality and trade unions as a component
of improving labour relations.
(iv) Review and improve the functionality of the labour forums and review
the labour relations strategy.
(v) Develop a framework for internal communication which should include
strike and labour unrests and other crisis communication.
(vi) Fill the position of Director: Labour Relations.
(g) Ensuring a 3-months’ turnaround time for the filling of vacancies.
(h) Revision of the Scarce Skills Acquisition Strategy to include a plan of action,
timeframes and deliverables by the Corporate Services Directorate in
collaboration with the affected directorates.
(i) Ceasing the indiscriminate firing and suspension of officials, especially on
senior level by ensuring adherence to contractual and performance
agreements.
12.10.3 Performance management
• Develop and implement a framework to monitor the implementation of
Council Committee decisions.
• Strengthen monitoring and evaluation by ensuring:
o Quarterly assessment of Section 57 employees, senior managers,
supervisors and all employees.
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o Bi-monthly meetings of the budget performance monitoring committee
to enhance capital expenditure and service delivery.
o Quarterly performance assessments of relevant directorates by
Standing Committees and Mayoral Committee.
• Enforce the implementation of quarterly reviews (institution-wide; political and
administrative), reward performance and address under-performance/
non-performance.
• Engage the trade unions in respect of the implementation of performance
management.
• Conduct training on outcomes-based performance management for the
Nelson Mandela Bay Municipality (both administrative and political
contingents).
• Review the integrated Performance Management Policy.
• Develop a model for the implementation of an outcomes-focused
performance management system for the measurement of politically
designated outcomes.
• Develop a contract management framework.
• Audit of the performance management system, process, KPIs, targets,
quarterly reports and supporting information, as well as audit of performance
gaps and variances.
• Develop an action plan to address performance audit findings.
• Develop and implement an action plan to address issues raised in the Audit
Report of the Auditor-General.
12.10.4 Anti-fraud and Anti-Corruption and Risk Management
(a) Appoint a Chief Risk Officer.
(b) Establish functional risk committees and structures.
(c) Include deliverables emanating from the risk register in directorates’
performance scorecards and individuals’ performance agreements/plans, to
ensure the implementation of risk plans.
(d) Review and strengthen the Municipality’s anti-fraud and anti-corruption
strategies and its investigation capacity.
(e) Introduce a campaign to educate and motivate staff members and Councillors
about the evils and consequences of corruption and encourage them to
report incidence of corruption.
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12.10.5 Recurring audit findings
Develop audit finding action plans underpinned by the root causes of findings and
integrate such actions into the SDBIP, the performance scorecards of directorates
and the performance agreements of Senior Managers, to enable implementation and
monitoring.
12.10.6 Information and Communication Technology (ICT)
(a) Review the ICT Strategy to stipulate, inter alia, the desired/ideal ICT
environment and develop an implementation plan to foster service delivery
innovation.
(b) Develop a profile of ICT competency requirements, underpinned by the
reviewed ICT strategy, and conduct a competency assessment in the ICT
Sub-directorate, based thereon.
12.10.7 Institutional arrangements
• Address immediate challenges by reorganising functions that pose an
immediate threat to service delivery and governance:
o Operational non-alignment of functions
o Duplication of functions
o Service delivery grey areas with no-one assuming overall
accountability
(b) Business process re-engineering to maximise operational efficiency and
effectiveness.
(c) Develop a fully integrated organogram representative of all directorates,
positions and levels (not limited to the high level only) following the
development of a long-term vision and strategy for the institution.
12.10.8 Public participation and communication
(a) Develop an integrated Public Participation Policy underpinned by inter alia the
Oversight Committee Report on the 2008/09 Annual Report; to improve
public participation and community engagement in municipal planning and
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
26
decision-making processes, as well as the implementation of Ward-based
projects.
(b) Revise the Communications Strategy, and develop and implement a
comprehensive communications plan that is customer focused and service
delivery orientated.
(c) Resume publication of magazines for staff and local communities.
(d) Develop quarterly service delivery bulletins to account to communities on
performance progress, key decisions made as well as challenges.
(e) Develop and implement a new model for Ward Committees, with a functional
performance management, monitoring and evaluation component.
12.10.9 Customer care
(a) Develop an institutional customer care model, system and policy to include
service levels / standards and turnaround times as well as a tracking and
reporting system on incoming and outgoing communication (electronic and
written).
(b) Develop the required competency profile for frontline staff.
(c) Reskilling frontline staff.
(d) Develop an implementation plan and roll out the official NMBM Language
Policy, which caters for the three main local languages.
12.10.10 Leadership provision
Finalise the disciplinary case of the Municipal Manager.
12.11 Strategic planning and integration
(a) Develop a shared long-term vision (20 – 50 years) and plan for Nelson
Mandela Bay (implementation 2011 and beyond).
(b) Develop an integrated plan that covers other spheres of government in the
Metro and develop and implement a plan for community involvement on Ward
level.
(c) Establish a culture of forward planning by ensuring that planning for the
coming financial year takes place in the current financial year.
(d) Strategic planning issues should be centralised in line with the objectives of
the National Planning Commission.
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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(e) Implement the 80:20 budget principle.
(f) Identify and budget for at least five priorities in every disadvantaged ward and
identify at least five of the poorest wards for special attention and budgeting.
(g) Review the Cluster system to ensure the effective integration of operations
and service delivery.
(h) Revive the IDP Consultative structures (e.g. the IDP Representative Forum).
12.12 Socio-economic development
(a) Host an Economic Development Summit to set the scene for growth and
development in Nelson Mandela Bay, with a focus on job creation, HDI
development, poverty eradication and investment.
(b) Develop and implement an entrepreneurship support programme targeting
HDIs and SMMEs.
(c) Develop emerging/HDI contractors as part of the EPWP and ensure that all
projects implemented by the Municipality have a job creation element.
(d) Develop and implement an EPWP Policy/Strategy to maximise job creation.
(e) Finalise a roster management policy to inter alia improve the management of
rosters/panels and monitor the awards made through the rosters/panels.
(f) Revise the Supply Chain Management Policy to ensure that it benefits HDIs
and SMMEs.
(g) Finalise the SCM Process Manual.
(h) Evaluate and implement a SCM model that will ensure dedicated attention to
contract management and technical requirements, to prevent tender
manipulation.
(i) Establish a construction incubator to promote HDIs in this sector.
(j) Unbundle bigger tenders to ensure the accelerated graduation of HDI/BEE
contractors in the CIDB.
(k) Enforce locality as a major (heavily weighted) component of the functionality
section of tender evaluation.
(l) Develop a programme for the provision of entrepreneurship support and
training to military veterans.
(m) Review and implement tourism strategies to maximise the full potential of
Nelson Mandela Bay as a tourism destination.
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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12.13 Mainstreaming of youth, women and people with disabilities
(a) The socio-economic interventions including supply chain management
interventions should be biased towards the youth, women and people with
disabilities in addition to other HDIs.
(b) Annually budget an amount for mainstreaming based on consultations with
the relevant groups.
(c) Establish new and strengthen and revitalise existing youth, gender and
disability structures in the Metro in consultation with the relevant groups.
(d) Develop and review policies and strategies targeting youth, gender and
disability development in consultation with relevant groups.
12.14 Financial management and sustainability
(a) Convene bimonthly sittings of the Budget Performance Monitoring Committee
with Executive Directors and relevant Portfolio Councillors.
(b) Convene alternate month one-on-one sessions to monitor the implementation
of the Capital Budget between the Portfolio Councillor for Finance and the
relevant Executive Directors and Portfolio Councillors.
(c) Establish operational budgets for related capital projects.
(d) Apply 80:20 principle on capital budget and expenditure in favour of the
previously disadvantaged wards.
(e) Develop a priority rating system to guide the allocation of both the capital and
operating budgets.
(f) Develop a capital funding sustainability model that will allow for scenario
planning amongst other imperatives.
(g) Identify five key projects per ward and include these in the IDP and Budget.
(h) Identify the five poorest Wards in the Metro, for special funding allocation.
(i) Establish partnerships with financiers and ensure optimal utilisation of the
fund-raising initiatives of the Metro.
(j) Prioritise maintenance budget during budgeting processes.
(k) Develop and recommend a new integrated funding model proposal
appropriate for local government budget allocations from the national fiscal in
line with the current local government challenges and interact with other
Metro’s and surrounding municipalities and submit a joint proposal to SALGA,
COGTA and National Treasury.
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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(l) Review the Credit Control Policy post the socio-economic impact
assessment.
(m) Ensure full implementation of the Donor Management Strategy.
Review payment facilities and expand prepaid electricity vending machines.(o) Actively pursue the available funding opportunities.
(p) Develop and implement an annual Masakhane Programme to promote
customer care and the payment of services, as well as to ensure that all
indigent households receive free basic services.
(q) Review and implement an Organisational Efficiency Plan to reduce wasteful
and fruitless expenditure.
12.15 External relations
(a) Develop a comprehensive report, with solutions, on the intergovernmental
challenges affecting service delivery, to be submitted to the Executive Mayor.
(b) Visit by a team led by the Executive Mayor to the Premier of the Eastern
Cape Province and the relevant MECs and develop a service level agreement
on all intergovernmental challenges referred to in point 9.
(c) Provision of oversight role by National Treasury over Provincial Treasury to
enforce the promulgation of DORA within set timeframe.
(d) Meet Level Two and Three housing accreditation requirements to ensure the
devolution of housing delivery function.
(e) Develop and implement a framework to support surrounding municipalities
with capacity development to enable them to provide basic services and
institutional and financial management capacity.
(f) Develop a framework for the co-ordination of community development
workers in Nelson Mandela Bay by the Municipality and Province, to ensure
their effective utilisation and accountability.
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12.16 Projects requiring special attention
• Conduct a diagnostic study and develop an intervention strategy to accelerate
visible development with regard to:
(a) Njoli Square Development
(b) MURP
(c) Zosa Street development
(d) Rosedale
(e) Peri-urban areas
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13. IMPLEMENTATION PLAN
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
INSTITUTIONAL INTERVENTIONS
Service delivery
Eradication of the Bucket System Provision of communal ablution
facilities manned on a 24 hour basis in
communities currently serviced by the
bucket system
December 2010 Executive Director: Infrastructure
and Engineering
Upgrading of 16 910 shacks in the 115
informal settlement areas
2016 as part of the
7-year Human
Settlements Plan
Executive Director: Human
Settlements
Relocation of 18 862 shacks in the 115
informal settlement areas
Refer Annexure
“B” (Relocation
Programme)
Executive Director: Human
Settlements
Relocation of 5 000 families who are in
immediate danger
June 2011 Executive Director: Human
Settlements
Relocation of all communities living in
environmentally stressed areas
December 2014 Executive Director: Human
Settlements
Development of a Resettlement
Prevention Plan
December 2010 Executive Director: Human
Settlements;
Executive Director: Public Health
Development of a Law Enforcement
Anti-Land Invasion Plan
December 2010 Executive Director: Human
Settlements;
Executive Director: Safety and
Security
Establishment of Residents
Committees to monitor land invasions
December 2010 Executive Director: Human
Settlements
Integrated Human Settlements
Allocation of R500 million, to be
escalated per annum over the next five
years, in support of housing delivery
June 2011 Provincial Department of Human
Settlements
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Implementation of the Integrated
Development Planning Matrix
July 2010 Executive Director: Human
Settlements; All Executive Directors
Acquisition of Level Two Accreditation July 2010 Executive Director: Human
Settlements
Acquisition of Level Three Accreditation June 2011 Executive Director: Human
Settlements
Development of a Housing Demand
Data Base, which is linked to the
National Housing Subsidy system
July 2010 Executive Director: Human
Settlements
Establishment of an Inter-Departmental
Task Team to deal with the registration
and issuing of title deeds
July 2010 Executive Director: Human
Settlements
Rectification of approximately 20 000
‘wet and defective’ houses
June 2013 Executive Director: Human
Settlements
Implementation of actions arising from
the report on an audit and survey of
illegal and incorrectly allocated houses
December 2010 Executive Director: Human
Settlements
Provide training in land disposal
processes and tendering to HDIs
September 2010 Executive Director: Human
Settlements
Identification of effective financing
options for HDIs to acquire land
December 2010 Executive Director: Human
Settlements; Chief Financial Officer
Revision of land disposal policies to
enhance access by HDIs
December 2010 Executive Director: Human
Settlements
Integrated Human Settlements
(continued)
Review and adopt the Spatial
Development Framework including the
urban edge and spatial restructuring
July 2010 Executive Director: Human
Settlements
Sourcing additional funding to eliminate
infrastructure backlogs
Annually Portfolio Councillor: Budget and
Treasury;
Chief Financial Officer
Infrastructure Development and
Maintenance
Completion of GAMAP compliant asset
register and conditionalities
June 2011 All relevant Portfolio Councillors and
Executive Directors
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Sourcing maintenance and replacement
funding to deal with aging and poor
infrastructure
June 2011 Chief Financial Officer
Development and implementation of
strategy to deal with water leakages
July 2010 Executive Director: Infrastructure
and Engineering
Sourcing additional project
management capacity to improve
capital spending and monitoring and
evaluation of consultants
September 2010 Executive Director: Infrastructure
and Engineering and Executive
Director: Corporate Services
Infrastructure Development and
Maintenance (continued)
Undertake a costed comprehensive
audit of municipal backlogs and
develop an implementation plan
December 2010 Chief Operating Officer
Coega Infrastructure Drafting of a comprehensive document
and approach the Province and
National for additional funding
August 2010 Executive Director: Infrastructure
and Engineering; Executive
Director: Electricity and Energy;
Chief Financial Officer
Develop Ward-based profile that
includes social infrastructure backlogs
December 2010 Chief Operating Officer Peri-urban and Ward-based
Information
Develop an integrated plan to provide
services to peri-urban areas as part of
the IDP and Budget processes
July 2010 Chief Operating Officer
Development and implementation of an
integrated strategy to eliminate illegal
dumping
August 2010 Executive Director: Public Health Public Health
Conducting an audit of peri-urban
households not receiving refuse
removal services and develop and
implement a strategy to provide refuse
removal services to households in peri-
urban areas
December 2010 Executive Director: Public Health
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Establishment of a Climate Change
Unit to coordinate climate change
issues in Nelson Mandela Bay
July 2010 Executive Director: Public Health;
Chief Operating Officer
Undertake an audit of overcrowded,
understaffed and poorly serviced clinics
as well as areas without clinics in line
with the norms and standards
July 2010 Executive Director: Public Health
Public Health (continued)
Develop and implement a
comprehensive primary health care
response plan
December 2010 Executive Director: Public Health
Implementation of the Built Heritage
Preservation Action Plan
Ongoing Deputy Executive Mayor;
Chief Operating Officer
Hosting of a Sports Summit to ensure
cohesion and integration in sports
development to map and implement a
new sports development agenda for
Nelson Mandela Bay
December 2010 Executive Director: Economic
Development and Recreational
Services
Develop a framework to guide the
development, maintenance and
management of sports facilities
September 2010 Executive Director: Economic
Development and Recreational
Services
Develop an Events Administration
Policy and Strategy linked to tourism
promotion to ensure the successful
hosting of and accountability for major
events
September 2010 Executive Director: Economic
Development and Recreational
Services
Sports, Arts, Culture and
Heritage
Develop a comprehensive 2010 FIFA
World Cup Legacy Programme to
leverage its economic, service delivery,
infrastructure development and other
benefits
July 2010 Executive Director: 2010;
Executive Director: Economic
Development and Recreational
Services
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Establish the Municipal Police Service December 2010 Executive Director: Safety and
Security
Ensure that all CCTV cameras installed
are operational, manned and monitored
July 2010, to
accommodate the
2010 FIFA World
Cup™
Executive Director: Safety and
Security
Set standard performance benchmarks
for traffic officers, other safety and
security officers as well as collection
standards for traffic fines
July 2010 Executive Director: Safety and
Security
Establish ward, zonal and unit safety
and security structures in liaison with
the SAPS
December 2011 Executive Director: Safety and
Security;
SAPS
Safety and Security
Develop a framework and programme
for the utilisation and participation of
military veterans in safety and security
programmes and structures
June 2011 Executive Director: Safety and
Security;
Executive Director: Corporate
Services;
Department of Defence and Military
Veterans
Redevelop or review the roles and
responsibilities manual for political
office-bearers (Chief Whip, Executive
Mayor, Speaker) and for the Municipal
Manager
July 2010 Municipal Manager Political Management and
Oversight
Develop and formalise lines of
communication and protocol through
which the political mandate is
channelled to the administration,
thereby eliminating a situation in which
various officials are given, or claim to
have received, political mandates
July 2010 Municipal Manager
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop, adopt and implement a
document on delegation of powers
(political and administrative)
July 2010 Municipal Manager;
Chief Operating Officer
Investigate and develop a framework
for the establishment of a SCOPA-like
Oversight Committee to enhance
accountability
July 2010 Municipal Manager;
Chief Operating Officer
Political Management and
Oversight (continued)
Establish a SCOPA-like Oversight
Committee to enhance accountability
December 2010 Executive Mayor and Council
Governance
Identify cases of incorrect
reporting/interference and enforce the
official reporting lines
July 2010 Municipal Manager
Audit legislation applicable to each
directorate and office and develop and
enforce a compliance manual
December 2010 Municipal Manager,
Chief Operating Officer
Identify and institutionalise a shared
organisational culture that promotes
good governance, operational efficiency
and performance excellence
December 2010 Municipal Manager
Chief Operating Officer
Executive Director: Corporate
Services
Develop and implement a By-law
Enforcement Strategy
September 2010 Chief Operating Officer;
Executive Director: Safety and
Security; and all Executive Directors
Delegations, Roles,
Responsibilities and Reporting
Lines
Develop annual service level
agreements between directorates to
formalise inter-directorate service
delivery and accountability
September 2010 Chief Operating Officer
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop scientific criteria for
staffing/consideration of requests for
approval of vacancies
Review terms of reference and
approval criteria for the Critical
Vacancies Task Team
Commence with the filling of vacancies
in line with the above criteria
July 2010 Municipal Manager; Chief Operating
Officer; Chief Financial Officer and
Executive Director: Corporate
Services
Develop an integrated Human
Resources Plan to include competency-
based HRD, manpower forecasting and
career planning in consultation with all
directorates and other relevant
stakeholders
December 2010 Executive Director: Corporate
Services
Develop a framework and/or guidelines
to manage overtime in the institution as
part of the institutional efficiency
programme
July 2010 Executive Director: Corporate
Services
Create a conducive environment for
labour peace through the following
initiatives:
Human Resources Development
• Develop a disciplinary model
that include a pool of
prosecutors and presiding
officers, and determine training
requirements and resources
July 2010 Executive Director: Corporate
Services;
Chief Operating Officer
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
• Submit annual priorities/plans
by both trade unions and
political offices for the ensuing
financial year, to coincide with
the NMBM’s planning and
budgeting cycles
May annually Executive Director: Corporate
Services;
SAMWU and IMATU
• Develop a delivery strategy/plan
on implementing long standing
agreements between the
Municipality and trade unions as
a component of improving
labour relations
July 2010 and
thereafter annually
Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
• Review and improve the
functionality of the labour
forums and review the labour
relations strategy
September 2010 Municipal Manager;
Executive Director: Corporate
Services
• Develop a framework for
internal communication which
should include strike and labour
unrests and other crisis
communication
September 2010 Chief Operating Officer;
Executive Director: Corporate
Services
• Fill the position of Director:
Labour Relations
July 2010 Executive Director: Corporate
Services
Ensuring a 3-months’ turnaround time
for the filling of vacancies
July 2010 Executive Director: Corporate
Services
Human Resources Development
(continued)
Revision of the Scarce Skills
Acquisition Strategy to include a plan of
action, timeframes and deliverables by
the Corporate Services Directorate in
collaboration with the affected
directorates
July 2010 Executive Director: Corporate
Services and affected Executive
Directors
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Human Resources Development
(continued)
Ceasing the indiscriminate firing and
suspension of officials, especially on
senior level by ensuring adherence to
contractual and performance agreements
Ongoing Executive Mayor
Municipal Manager;
Executive Directors
Develop and implement a framework to
monitor the implementation of Council
Committee decisions
July 2010 and
ongoing
Municipal Manager
Chief Operating Officer;
Executive Director: Corporate
Services
Strengthen monitoring and evaluation by
ensuring:
Section 57
employees by July
2010
Directors and
Assistant Directors
by first quarter
ending September
2010
• Quarterly assessment of Section
57 employees, senior managers,
supervisors and all employees
All employees by
June 2011
Municipal Manager;
Chief Operating Officer;
and all Executive Directors
• Bi-monthly meetings of the
budget performance monitoring
committee to enhance capital
expenditure and service delivery
Bi-monthly Municipal Manager;
Chief Financial Officer
Performance Management
• Quarterly performance
assessments of relevant
directorates by Standing
Committees and Mayoral
Committee
Commencing
September 2010
Office of the Executive Mayor;
Office of the Speaker;
Office of the Chief Whip;
Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Enforce the implementation of quarterly
reviews (institution-wide; political and
administrative), reward performance
and address under-performance/
non-performance
Commencing first
quarter ending
September 2010
Office of the Executive Mayor;
Office of the Speaker;
Relevant Portfolio Councillors;
Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
Engage the trade unions in respect of
the implementation of performance
management
September 2010 Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
Conduct training on outcomes-based
performance management for the
Nelson Mandela Bay Municipality (both
administrative and political contingents)
September 2010 Municipal Manager;
Chief Operating Officer
Review the integrated Performance
Management Policy
July 2010 Chief Operating Officer
Develop a model for the implementation
of an outcomes-focused performance
management system for the
measurement of politically designated
outcomes
July 2010 Office of the Executive Mayor;
Chief Operating Officer
Develop a contract management
framework
December 2010 Chief Operating Officer
Performance Management
(continued)
Audit of the performance management
system, process, KPIs, targets,
quarterly reports and supporting
information, as well as audit of
performance gaps and variances
July 2010 Chief Operating Officer
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop and implement an action plan
to address performance audit findings
July 2010 Chief Operating Officer Performance Management
(continued)
Develop and implement an action plan
to address issues raised in the Audit
Report of the Auditor-General
January annually Municipal Manager
Chief Operating Officer
Appoint a Chief Risk Officer July 2010 Chief Operating Officer
Establish functional risk committees
and structures
September 2010 Chief Operating Officer
Include deliverables emanating from
the risk register in directorates’
performance scorecards and
individuals’ performance
agreements/plans, to ensure the
implementation of risk plans
July 2010 Municipal Manager;
Chief Operating Officer
Review and strengthen the
Municipality’s anti-fraud and anti-
corruption strategies and its
investigation capacity
December 2010 Municipal Manager;
Chief Operating Officer
Anti-fraud and Anti-Corruption
and Risk Management
Introduce a campaign to educate and
motivate staff members and Councillors
about the evils and consequences of
corruption and encourage them to
report incidence of corruption
December 2010 Municipal Manager;
Chief Operating Officer
Recurring Audit Findings Develop audit finding action plans
underpinned by the root causes of
findings and integrate such actions into
the SDBIP, the performance scorecards
of directorates and the performance
agreements of Senior Managers, to
enable implementation and monitoring
July 2010 Municipal Manager;
Chief Operating Officer;
Chief Financial Officer
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Review the ICT Strategy to stipulate,
inter alia, the desired/ideal ICT
environment and develop an
implementation plan to foster service
delivery innovation
December 2010 Executive Director: Corporate
Services
Information and Communication
Technology (ICT)
Develop a profile of ICT competency
requirements, underpinned by the
reviewed ICT strategy, and conduct a
competency assessment in the ICT
Sub-directorate, based thereon
December 2010 Executive Director: Corporate
Services
Address immediate challenges by
reorganising functions that pose an
immediate threat to service delivery and
governance:
Institutional Arrangements
• Operational non-alignment of
functions
o Separate economic
development from sports, arts
and culture
o Develop a required
management competency
profile and conduct relevant
skills audit required when
EDRS is separated, to
enhance delivery
July 2010 Executive Mayor, Political
Chairpersons: Corporate Services;
Economic Development and Sports,
Arts and Culture, Municipal
Manager and Executive Director:
Corporate Services
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
o Remove political offices from
Corporate Services (Office of
the Speaker and Constituency
Services)
o Identify proper location of Ward
Committees in the institution
July 2010 Executive Mayor, Speaker,
Constituency Co-ordinator, and
Municipal Manager
o Identify strategic direction
regarding Special Programmes
Directorate
July 2010 Executive Mayor, Municipal
Manager, Chief Operating Officer,
Executive Director: Corporate
Services and Executive Director:
Special Programmes
Service delivery grey areas with no one
assuming overall accountability:
Identify and clarify areas of
responsibility
July 2010 Municipal Manager, Chief Operating
Officer and relevant Executive
Directors
Institutional Arrangements
(continued)
Develop a fully integrated organogram
representative of all directorates,
positions and levels (not only limited to
the high level), following the
development of a long-term vision and
strategy for the institution
December 2011
taking into account
the 2011 Local
Government
Elections
Executive Mayor;
Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop an integrated Public
Participation Policy underpinned by
inter alia the Oversight Committee
Report on the 2008/09 Annual Report;
to improve public participation and
community engagement in municipal
planning and decision-making
processes, as well as the
implementation of Ward-based projects
July 2010 Chief Operating Officer;
Constituency Services
Revise the Communications Strategy,
and develop and implement a
comprehensive communications plan
that is customer focused and service
delivery orientated
September 2010 Chief Operating Officer
Resume publication of magazines for
staff and local communities
December 2010 Chief Operating Officer
Develop quarterly service delivery
bulletins to account to communities on
performance progress, key decisions
made as well as challenges
Commencing
quarter ending
December 2010
Chief Operating Officer
Public Participation and
Communication
Develop and implement a new model
for Ward Committees, with a functional
performance management, monitoring
and evaluation component
September 2010 Office of the Speaker;
Office of the Chief Whip;
Constituency Services
Customer Care Develop an institutional customer care
model, system and policy to include
service levels / standards and
turnaround times as well as a tracking
and reporting system on incoming and
outgoing communication (electronic and
written)
September 2010 Chief Operating Officer;
Executive Director: Corporate
Services
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop the required competency
profile for and reskilling of frontline staff
December 2010 Executive Director: Corporate
Services
Customer Care (continued)
Develop an implementation plan and
roll out the official NMBM Language
Policy, which caters for the three main
local languages
December 2010 Chief Operating Officer
Leadership Provision Finalise the disciplinary case of the
Municipal Manager
July 2010 Executive Mayor
Develop a shared long-term vision (20
– 50 years) and long-term plan for
Nelson Mandela Bay
December 2010
(implementation
2011 and beyond)
Executive Mayor;
Municipal Manager;
Chief Operating Officer
Develop an integrated plan that covers
other spheres of government in the
Metro and develop and implement a
plan for community involvement on
Ward level
May 2011 Executive Mayor;
Chief Operating Officer;
Constituency Services
Establish a culture of forward planning
by ensuring that planning for the
coming financial year takes place in the
current financial year
Planning for the
2010/11 financial
year to be
completed by July
2010, and
thereafter annually
Municipal Manager;
Chief Operating Officer;
Chief Financial Officer;
All Executive Directors
Centralisation of strategic planning
issues in line with the objectives of the
National Planning Commission
June 2011 Executive Mayor;
Municipal Manager;
Chief Operating Officer;
Executive Director: Corporate
Services
Strategic Planning and
Integration
Implement the 80:20 budget principle Annually Chief Operating Officer;
Chief Financial Officer
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Identify and budget for at least five
priorities in every disadvantaged ward
and identify at least five of the poorest
wards for special attention and
budgeting
July 2010 Executive Mayor;
Speaker;
Chief Whip;
Chief Operating Officer;
Constituency Services
Review the Cluster system to ensure
the effective integration of operations
and service delivery
July 2010 Chief Operating Officer
Strategic Planning and
Integration (continued)
Revive the IDP Consultative structures
(e.g. the IDP Representative Forum)
2010/2011 Budget
Review Cycle
Chief Operating Officer
Host an Economic Development
Summit to set the scene for growth and
development in Nelson Mandela Bay,
with a focus on job creation, HDI
development, poverty eradication and
investment
May 2010 Executive Director: Economic
Development and Recreational
Services
Develop and implement an
entrepreneurship support programme
targeting HDIs and SMMEs
December 2010 Executive Director: Economic
Development and Recreational
Services;
Chief Operating Officer;
Chief Financial Officer
Socio-economic Development
Develop emerging/HDI contractors as
part of the EPWP and ensure that all
projects implemented by the
Municipality have a job creation
element
September 2010 Executive Director: Special
Programmes;
Executive Director: Economic
Development and Recreational
Services;
Chief Operating Officer;
Chief Financial Officer;
and all Executive Director s
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
47
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop and implement an EPWP
Policy/Strategy to maximise job
creation
September 2010 Executive Director: Special
Programmes;
Chief Operating Officer
Finalise a roster management policy to
inter alia improve the management of
rosters/panels and monitor the awards
made through the rosters/panels
December 2010 Chief Financial Officer
Revise the Supply Chain Management
Policy to ensure that it benefits HDIs
and SMMEs (revision should also
include measures necessary to enable
land release/disposal by HDIs and
measures to shorten turnaround times
for critical and priority projects)
July 2010 Chief Financial Officer
Finalise the SCM Process Manual December 2010 Chief Financial Officer
Evaluate and implement a SCM model
that will ensure dedicated attention to
contract management and technical
requirements, to prevent tender
manipulation
December 2010 Chief Financial Officer
Establish a construction incubator to
promote HDIs in this sector
September 2010 Executive Director: Economic
Development and Recreational
Services
Unbundle bigger tenders to ensure the
accelerated graduation of HDI/BEE
contractors in the CIDB
September 2010 Chief Financial Officer;
all Executive Directors
Socio-economic Development
(continued)
Enforce locality as a major (heavily
weighted) component of the
functionality section of tender
evaluation
July 2010 Chief Financial Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop a programme for the provision
of entrepreneurship support and
training to military veterans
December 2010 Executive Director: Economic
Development and Recreational
Services;
Department of Defence and Military
Veterans
Socio-economic Development
(continued)
Review and implement tourism
strategies to maximise the full potential
of Nelson Mandela Bay as a tourism
destination
September 2010 Executive Director: Economic
Development and Recreational
Services
Annually budget an amount for
mainstreaming based on consultations
with the relevant groups
Annually by June Office of the Executive Mayor;
Executive Director: Economic
Development and Recreational
Services;
Chief Financial Officer;
Constituency Services
Establish new and strengthen and
revitalise existing youth, gender and
disability structures in the Metro in
consultation with the relevant groups
December 2010 Office of the Executive Mayor;
Constituency Services
Mainstreaming of Youth, Women
and People with Disabilities
Develop and review policies and
strategies targeting youth, gender and
disability development in consultation
with relevant groups
September 2010 Constituency Services;
Chief Operating Officer
Financial Management and
Sustainability
Convene bimonthly sittings of the
Budget Performance Monitoring
Committee with Executive Directors
and relevant Portfolio Councillors
Bi-monthly Portfolio Chairperson: Budget and
Treasury;
Municipal Manager
Chief Financial Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Convene alternate month one-on-one
sessions to monitor the implementation
of the Capital Budget between the
Portfolio Councillor for Finance and the
relevant Executive Directors and
Portfolio Councillors
Monthly Municipal Manager;
Chief Financial Officer
Establish operational budgets for
related capital projects
July 2010 and
ongoing thereafter
Chief Financial Officer
Apply 80:20 principle on capital budget
and expenditure in favour of the
previously disadvantaged wards
July 2010 Chief Financial Officer;
Chief Operating Officer
Develop a priority rating system to
guide the allocation of both the capital
and operating budgets
December 2010 Chief Financial Officer
Develop a capital funding sustainability
model that will allow for scenario
planning amongst other imperatives
September 2010 Chief Financial Officer
Establish partnerships with financiers
and ensure optimal utilisation of the
fund-raising initiatives of the Metro
December 2010 Chief Financial Officer
Financial Management and
Sustainability (continued)
Prioritise maintenance budget during
budgeting processes
Annually Chief Financial Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Develop and recommend a new
integrated funding model proposal
appropriate for local government
budget allocations from the national
fiscal in line with the current local
government challenges and interact
with other Metro’s and surrounding
municipalities and submit a joint
proposal to SALGA, COGTA and
National Treasury
December 2010 Chief Financial Officer
Review the Credit Control Policy post
the socio-economic impact assessment
September 2010 Chief Financial Officer
Ensure full implementation of the Donor
Management Strategy
December 2010
and thereafter
ongoing
Chief Financial Officer
Review payment facilities and expand
prepaid electricity vending machines
December 2010 Chief Financial Officer
Develop and implement an annual
Masakhane Programme to promote
customer care and the payment of
services, as well as to ensure that all
indigent households receive free basic
services
Annually Chief Financial Officer
Financial Management and
Sustainability (continued)
Review and implement an
Organisational Efficiency Plan to
reduce wasteful and fruitless
expenditure
July 2010 Chief Operating Officer;
Chief Financial Officer
External Relations Develop a comprehensive report, with
solutions, on the intergovernmental
challenges affecting service delivery, to
be submitted to the Executive Mayor
May 2010 Chief Operating Officer
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
51
FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Visit by a team led by the Executive
Mayor to the Premier of the Eastern
Cape Province and the relevant MECs
and develop a service level agreement
on all intergovernmental challenges
May 2010 Executive Mayor;
Deputy Executive Mayor;
Premier of the Eastern Cape
Province
Provision of oversight role by National
Treasury over Provincial Treasury to
enforce the promulgation of DORA
within set timeframe
July 2010 National Treasury;
Provincial Department of Finance
Meet Level Two and Three housing
accreditation requirements to ensure
the devolution of housing delivery
function
Level Two by July
2010 and Level
Three by June
2011
Executive Director: Human
Settlements;
Provincial Department of Human
Settlements
Develop and implement a framework to
support surrounding municipalities with
capacity development to enable them to
provide basic services and institutional
and financial management capacity
December 2010 Chief Operating Officer
External Relations (continued)
Develop a framework for the co-
ordination of community development
workers in Nelson Mandela Bay by the
Municipality and Province, to ensure
their effective utilisation and
accountability
September 2010 Constituency Services;
Provincial Department of Local
Government and Traditional Affairs
Nelson Mandela Bay Metropolitan Municipality’s Turnaround Strategy
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FOCUS AREA INTERVENTION TIMEFRAME RESPONSIBILITY
Projects Requiring Special
Attention
Conduct a diagnostic study and
develop an intervention strategy to
accelerate visible development with
regard to:
(a) Njoli Square Development
(b) MURP
(c) Zosa Street development
(d) Rosedale
(e) Peri-urban areas
July 2010 Executive Mayor;
Executive Director: Special
Programmes;
Executive Director: Human
Settlements;
Executive Director: Infrastructure
and Engineering;
Chief Operating Officer
NB! Where Executive Directors are indicated as the responsible person, the relevant Portfolio
Councillors and Standing Committee will carry political responsibility.
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