Municipal Manager

Office of the Municipal Manager

Mr S.B Mthembu

The following sections are overseen by the Office of the Municipal Manager

Internal Audit
Performance Management Unit
Integrated Development Plan Section
Communications Section

Public Participation Section
Gender and Disability Section
HIV and AIDS Section
Youth Department

Internal Audit

Our Internal Audit Section has two sub-units namely the Risk Management Unit and Forensic Services Unit:

Risk Management Unit
This unit is responsible to coordinate and facilitate risk management processes within the Municipality. This unit ensures that there are policies and procedures in place to enable the implementation of risk management processes. Risk Management assists the Municipality in ensuring that objectives that have been set are achieved within a tolerable degree of residual risks.

The results of the risk assessment are the basis of the annual internal audit plan. All officials are responsible to incorporate risk management processes in their day to day activities.

Objectives

To assist and support management of the council in the effective discharge of their responsibilities by furnishing them with analyses, recommendations, appraisals, council and information concerning the activities examined and by promoting effective control at reasonable cost,
To ensure that risks are identified and managed properly,
To ensure that correct and accurate financial management, and operational control systems and procedures are in place to enable management to gain trustworthy information useful in decision making processes,
To evaluate the performance management system and performance reports, and
To ensure that high quality service delivery takes place by the economic and efficient utilisation of available resources.

Performance Management Section

What is Performance Management?

Performance Management is a Strategic approach to management, which equips leaders and managers on different levels with a set of tools and techniques to ensure efficient and effective service delivery

Why Performance Management for uThukela District Municipality?

The White Paper on Local Government (1998) proposed the introduction of performance management systems to local government, as a tool to monitor service delivery progress at local government. It concludes that the integrated development planning, budgeting and performance management are powerful tools which can assist municipalities to develop an integrated perspective on development in their area. It will enable them to focus on priorities within an increasingly complex and diverse set of demands and to direct resources allocations and institutional systems to a new set of development objectives.

The Unit is responsible for the following:

Develop and maintain a PMS for the municipality aligned to the IDP (Organisational, SDBIP and individual)

Undertake regular monitoring and evaluation processes to comply with legislation
Compile quarterly performance reports
Compile Annual Performance Report – sect 46
Compile Annual Report
Support compilation of Oversight Report
Facilitate evaluation of section54/56 Managers

Chapters 6 of the Local Government: Municipal Systems Act, 2000 (Act No.32 of 2000), requires local government to:

Develop a performance management system.
Set targets, monitor and review performance based on indicators linked to the Integrated Development Plan (IDP).
Publish an annual report on performance management for the councillors, staff, the public and other spheres of government.
Incorporate and report on a set of general indicators prescribed nationally by the Minister responsible for local government.

Conduct an internal audit on performance report audited by the Auditor-General.
Involve the community in setting indicators and targets and reviewing municipal performance.

Policy and Legal Context for PMS

The White Paper on Local Government (1998)
Batho Pele (1998)
The Local Government: Municipal Systems Act, (32/2000): Municipal Planning and Performance Management Regulations (2001), Chapter 3, by the Department Cooperative Governance.
The Local Government: Municipal Systems Act, 2000 (Act No. 32 of 2000
Guide on Performance Agreements Workshop, 2001, by the South African Local Government Associations (referred to as SALGA Guidelines in short)
DPLG, 2001, PMS Training Manuals (referred to as PMS Training Manuals in short)
Municipal Finance Management Act (2003)
Municipal Finance Management Act (2003)

Integrated Development Plan Section

Amongst others, the following responsibilities have been allocated to the IDP Manager for the IDP process:

To coordinate the alignment of the District IDP with the IDP’s of local municipalities within the District
To co-ordinate the preparation of the Sector Plans and their inclusion into the IDP documentation;
To submit the reviewed IDP to the relevant authorities.
To ensure that the IDP complies with the relevant legislations e.g. MSA
To ensure that the IDP is centred around the Outcomes based approach (Cabinet Lekgotla Resolutions, District Lekgotla Resolutions, OPMS, State of the Nation Address, State of the Province Address, PGDS, PGDP, Outcome 9, Back to basics, DGDP, SDG’s, NDP, COP22 etc.)

To ensure that the IDP is approved before the start of the financial year and to ascertain that the approved plan is submitted to the MEC for COGTA within 10 days of the adoption.
To give notice to the Public in accordance with Local Government: The Municipal System Act 2000 (Act No.32 of 2000) in terms of Section 25(4) (a) (i) and (ii) Municipality must, within 14 days of the adoption of its Integrated Development Plan (IDP) give notice to the public, of the adoption of the plan and that copies of or extracts from the plan are available for public inspection.
To ensure that the IDP framework and Process plan is finalized and adopted by Council;
To ensure documentation is prepared properly;

To adjust the IDP according to the proposals of the MEC and draft assessments;
To identify additional role players to sit on the IDP Representative Forum;
To ensure the continuous participation of role players;
To ensure appropriate procedures are followed;
To carry out the day-to- day management of the IDP process;
To Facilitate the IDP& Budget roadshows
Advertise for public to comment on the draft IDP and incorporate comments

Communications Section

Functions and Operations:

Coordinate and manage internal and external communication responsibilities.
Collecting and analyzing information to provide high-level advice.
Advising interventions of the Municipal priorities, themes and key messages for communications that support or inform Municipal communications plans and activities.
Coordinating major government communications programs and promotions.
Liaising with and providing advice to the Mayoral offices on day-to- day media issues.
Managing day-to- day media relations, including media enquiries and media releases, coordinating media relating to whole-of-municipal activities, including Budgets and other major announcements.

Overseeing the development and implementation of media strategies.
Maintenance and development of the municipal website and social networks
Reviewing and approving communications strategies and policies, and creative concepts for campaigns.
Develop a Newsletter – employees and communities want to know what is happening in the organization, newsletter will utilize simple an understandable language.
Providing communications advice as required.
Providing advice and approvals for communications procurement.
Advice and approvals for campaign advertising and the sale of advertising and reviewing evaluation of advertising campaigns where required.

Overseeing the development and implementation of media strategies.
Liaise with stakeholders on behalf of the Municipality, by attending to queries and concerns from the stakeholders through post; emails, social networks and telephone, so that the stakeholders can be satisfied with the service they are getting from the Municipality in comparison with the levies they pay.
Observation and adherence to protocol during the visit of guests, by disseminating and checking for understanding with respect to the observation to protocol during hosting of guests, foreign and local dignitaries and high rank officials in order to ensure that the image of the municipality is upheld through the application of a professional approach.
Ensure that the Municipality’s viewpoint is always correctly portrayed in the public and media.

Public Participation Section

Seeks and facilitate the involvement of those potentially affected or those interested in a decision, this can be in relation to individual, Government institutions, companies or any other entities that affect public interest.
The principle of public participation holds that those that are affected by decision have a right to be involved in the decision making. Public Participation implies that the public contribution will influence the decisions.
Provide support with establishment of Ward Committees
Provide oversight support to ensure functionality of Ward committees
Establish and coordinate Public Participation District Forums.
Mobilize communities and stakeholders to government

Special Programs consist of the Following

Coordinate collection of sports, arts and culture data from Local Municipalities for the Province
Coordinate and assist with establishment of sports, arts and culture structures in the Municipality
Coordinate sports, arts and culture events for the municipality

Gender and Disability Section

HIV and AIDS Section

The section is responsible to promote, advocate, and mobilize support for policies in the District Municipality to advance the rights of the vulnerable.

Roles and Responsibilities of Section

To facilitate the mainstreaming and integration of vulnerable groups (Gender, disability, children, Senior Citizens) Rights and empowerment programs.
Support the empowerment initiatives and interventions for the vulnerable groups
Monitor the mainstreaming of the vulnerable considerations in to local Municipality Programs, projects, policies and its day to day work.

Roles and Responsibilities

Attend meetings, participate in discussion and prepare and circulate reports.
Interact with relevant forums, service providers, and other municipal personnel with a view to consolidate and respond to specific problem or clarify procedural interpretation and understanding pertaining to HIV/AIDS issues.
Network with other stakeholders (Government Departments and NGO’s) for implementation of HIV/AIDS projects within the municipality and attend their events.
Liaise with Provincial and National Aids Foundation/Forums through meetings, correspondence and telecommunications to gather information on relevant programmes.
Recommend appropriate research around HIV & AIDS.
Facilitate and monitor the establishment of Local Aids Council or Ward Aids Committees.
Consolidate reports and submit to the District and Provincial Aids Council.

Attend meetings, participate in discussion and prepare and circulate reports.
Interact with relevant forums, service providers, and other municipal personnel with a view to consolidate and respond to specific problem or clarify procedural interpretation and understanding pertaining to HIV/AIDS issues.
Network with other stakeholders (Government Departments and NGO’s) for implementation of HIV/AIDS projects within the municipality and attend their events.
Liaise with Provincial and National Aids Foundation/Forums through meetings, correspondence and telecommunications to gather information on relevant programmes.
Recommend appropriate research around HIV & AIDS.
Facilitate and monitor the establishment of Local Aids Council or Ward Aids Committees.
Facilitate and monitor the establishment of Local Aids Council or Ward Aids Committees.

Youth Department