intsika yethu local municipality - Provincial Spatial Development plan

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2.7 Human resourcesGiven the various developmental challenges facing IYLM, a robust and capacitated human resource base isa necessity for driving local government’s developmental mandate. In this respect, IYLM has shownconsiderable progress over the previous term, positioning the municipality well for the 2012-2017 periodahead. As a recipient of two VUNA Awards for its success and professionalism in hiring and retainingskilled staff, the municipality has made remarkable progress towards making capacity shortcomings athing of the past.Table 10: Approved posts per Department circa 2010AdministrationCommunityServicesLED Finances Corp.ServicesPlanning &Infrastructure15 96 15 29 30 67 252Source: IYLM HR Strategy 2009-2010TotalIn 2010 IYLM had a vacancy rate of 27%, and it has since made considerable progress in filling poststhrough an annual prioritisation process that identifies key vacancies within the institution forrecruitment. This approach has yielded considerable successes for the organisation as it has continuouslyincreased its staffing complement in scarce skills areas and prioritised functional areas such as TechnicalServices. On an annual basis IYLM considers the funded vacancies within the organisation and prioritisescritical posts for service provision before advertising posts and embarking on a planned recruitmentprocess. However, given the current employee expenses, no new posts have been prioritised for the2012/2013 financial year.Despite these achievements, the Technical Services directorate (inclusive of Water & SanitationProvisioning) held the highest vacancy rate within the organisation, with 46% of all approved posts leftvacant in 2010. Subsequently, this vacancy rate has been lowered to approximately 25%, attributed to thepost prioritisation process undertaken by Corporate Services, with only one critical post appointment stilloutstanding for the new term of Council. Recent progress in appointing staff will assist this crucialDirectorate in carrying out its key powers and functions more effectively, so as to avoid the shortfall inspending of MIG allocations that has been a challenge for the department in the past.At present, IYLM’s Human Resource Strategy 2009/2010 is currently under review for updating andrevision. It is anticipated the revised strategy will go to Council within the 2012/2013 financial year so thatthe organisation’s HR plans are more closely reflective of the current developmental trajectory of IYLM.This revised document, coupled with the extensive policies and manuals already established by theCorporate Services Directorate, will provide a firm basis for a responsive and critical post- prioritised,recruitment of staff.The following figures provide a representation of the existing organisational structures within IYLM perDirectorate. The following provides a visual representation and breakdown of the posts, as well as somebrief narrative speaking to the functions and responsibilities that the two highest levels of managementwithin the municipality are responsible for.24
Figure 1: Municipal Manager’s Office organisational structureThe organisational structure provided above shows the Municipal Manager’s responsibilities within IYLM inclusive of oversight for institutionalCommunications, Internal Audit, Monitoring and Evaluation, as well as the Special Programmes Unit and Mayoral support.25
Page 1 and 2: INTSIKA YETHU LOCALMUNICIPALITYINTE
Page 3 and 4: Table of ContentsExecutive Summary
Page 5 and 6: 6.4.4 Job creation, enterprise form
Page 7 and 8: Acronym ListABETAIDSASGISABOPCBPCDW
Page 9 and 10: List of TablesTable 1: Distribution
Page 11 and 12: Executive SummaryIntsika Yethu Loca
Page 13 and 14: Development strategies, projects an
Page 15 and 16: Chapter 1: Introduction and Plannin
Page 17 and 18: ActorsRole and Responsibilitiestask
Page 19 and 20: Item Activities Deliverables Respon
Page 21 and 22: Item Activities Deliverables Respon
Page 23 and 24: Planning PhaseMonitoring of impleme
Page 25 and 26: Chart 2: Ward issues identified wit
Page 27 and 28: The constitutional allocation of
Page 29 and 30: ServicesMunicipal parks &recreation
Page 31 and 32: some of the Section 79 Committees w
Page 33: As the municipality forges onwards
Page 37 and 38: Figure 3: Finances organisational s
Page 39 and 40: The Director of Local Economic Deve
Page 41 and 42: compilation of the IDP, the Directo
Page 43 and 44: Table 12: Existing Institutional Po
Page 45 and 46: (Part B) The Development Context an
Page 47 and 48: Table 15: Poverty rates from 1995-2
Page 49 and 50: Table 16: Social Grants recipients
Page 51 and 52: 3.4 Human Development IndexThe leve
Page 53 and 54: 3.6 Economic DataChart 8: Gross Val
Page 55 and 56: Community;Social and personal servi
Page 57 and 58: Map 1: Spatial PrioritiesSource: IY
Page 59 and 60: Table 18: Prioritised Secondary Nod
Page 61 and 62: Map 3: Special Development AreasSou
Page 63 and 64: Settlement ZoneTypeLocality anddesc
Page 65 and 66: Map 5: Land Reform ZoneSource: IYLM
Page 67 and 68: TechnicalService ClusterSocial Need
Page 69 and 70: The above table indicates the exist
Page 71 and 72: Map 6: Water ResourcesSource: IYLM
Page 73 and 74: used form of energy in IYLM with an
Page 75 and 76: municipality maintains a formal hou
Page 77 and 78: Increase graduate output in areas o
Page 79 and 80: and function of Municipal Health Se
Page 81 and 82: Table 28: IYLM Waste Generation Rat
Page 83 and 84: IYLM is not immune to emergencies a
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IYLM and all its stakeholders and c
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Table 29: Tourism Facilities in IYL
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Figure 8: Availability of activitie
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Map 8: TourismSource: IYLM Spatial
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Map 9: Proposals Local Economic Dev
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5.4.6 ForestryForestry is the secon
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5.4.7 Environment ManagementIt is e
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municipality, and specifically the
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In terms of alignment and addressin
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6.4.4 Job creation, enterprise form
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IMPROVE SERVICE DELIVERYSOCIO-ECONO
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6.5.1 KPA 1: Municipal Transformati
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Strategic Objective: To enhance gov
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6.5.2 KPA 2: Basic Services and Inf
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Strategic Objective: To improve acc
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Strategic Objective: To improve the
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6.5.3 KPA 3: Local Economic Develop
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Strategic Objective: To contribute
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Training of allsuppliersNumber of l
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Strategic Objective: To increase re
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(MPAC)117
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6.6 Projects and ProgrammesThe proj
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Dept.KPA: Basic Services and Infras
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Dept.KPA: Basic Services and Infras
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KPA: Basic Services and Infrastruct
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KPA: Local Economic DevelopmentFina
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KPA: Local Economic DevelopmentFina
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136
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IYLM Municipal Manager's OfficeCust
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KPA: Local Economic DevelopmentDept
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6.7.4 KPA 4: Financial Management a
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Chapter 4: Performance Management S
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c) Clarifies the roles and responsi
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f) The percentage of a municipality
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7.2.6 The PMS in relation to the ID
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Personal Development plan: these ar
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158
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Table 40: Monthly revenue projectio
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Table 42: Monthly expenditure proje
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7.6.1 Quarterly service delivery ta
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Strategic Objective: To enhance gov
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7.6.1.2 KPA 2: Basic Services and I
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Cluster: Social Needs Cluster (with
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Traffic SafetyEducation &awarenesst
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7.6.1.3 KPA 3: Local Economic Devel
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Strategic Objective: To contribute
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Training of allsuppliersNumber of l
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Strategic Objective: To increase re
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Strategic Objective: To ensure codi
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Chapter 5: Financial Plan and Budge
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donations and subsidies are investi
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8.5.2 Operational Financing Strateg
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The three year financial plan inclu
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PERSONNEL/PROJECT/PROGRAMMEBUDGET 2
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PERSONNEL/PROJECT/PROGRAMMEBUDGET 2
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8.10 Financial Policies8.10.1 Amend
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Chapter 6: ApprovalThe Draft IDP 20
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Table 2: Current Plans with CHDM or
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