Lack of Strong Political Opposition. Lack of Respect for Institutional Arrangements Silo/Functional Mentality Remuneration Issues e.g. Overtime Lack of Responsibility Lack of Commitment Inconsistent Reporting Lines Reluctance, Lack of Passion and Lack of Motivation (Monitoring mechanisms should be developed – PMS phased over a 3 year programme for management) Review Performance Management (KPAs/KPIs (Create Outcomes PMS with clear M and E). Develop My Khanya Campaign Mayor - EXCO Councilors reporting framework Monthly plans and monthly reporting Ongoing mentoring and coaching programmes with measurable outcomes Management to inculcate cohesion – team building sessions 01/07/14 01/07/15 01/07/14 01/07/14 Everybody – 30 June 2014 01 July 2014 01/07/14
Accounts (SCOA) Regulations promulgated by NT Cost reflective tariff strategy Communication and Community Focus EXTERNAL – Mayoral Izimbizo & Road Community inability to read. Language Barrier – communicate mainly in English Communication not well defined leading to miscommunication. Negative publicity by Houses INTERNAL Lack of Willingness and Commitment to Communicate. No enabling structural arrangement. Lack of effective communication strategy Lack of Proactive & Systematic Communication. Ineffective Community Service Charter & Service Standard Improve communication to make it effective (Developmental Use to Position Municipality to achieve desired vision). To have a Communication Specialist to enhance the visibility of the municipality Communication must also include the visibility of council to the community (Council Outreach programme with a clear deployment an communication plan) Water Services must link to the communication department We must implement the integrated Khanya Communication strategy (integrate elements of Disaster Management, WS, Corporate Communications, etc) Institutional arrangement for implementation in order to facilitate the flow of 2015/16 2014/15 Immediately and reported quarterly OMM (Mayoralty &
Lack of Funding Rely on Grants Rollout to underserviced areas at the expense of maintenance of existing infrastructure. Lack of maintenance plans Poor Asset Management (No Plan). Lack of Comprehensive Property – Information Not Information Not Updated. Well maintained infrastructure Fast track capex programs and increase access to grant funding Effective water conservation Secure all outstanding land not in the name of Khnaya Asset maintenance plan Upgrade and refurbish existing dysfunctional and sanitation systems by fastracking existing projects. (develop inter departmental performance SLA’s) Water Services Implementation plan to include procurement plan to tender and be ready for construction on the first day of each financial year Implement an effective tender tracking register and RFQ register Review the current WCDM strategy and implement a revised strategy and change the focus of WCDM to a water loss control unit April 2014 to June 2015 April 2014 to June 2015 April 2014 to June 2015 1 April 2014 31 per Annum 28 February 2014 30 June 2014 April 2014 to June 2015 1 April 2014 31 march per Annum 28 February 2014 30 June 2014 Manager Assets/ GM Water Services GM Corporate GM Corporate GM Water Services GM Water/CFO supported by SM WSA, Manager PMU, SM Ops, SCM Manager SM WSA SCM Manager Gm water services/ GM Corporate
Governance – Political and Interfacing Trust Issues Allegiance Politicians Giving Instructions to Officials. No Clear Programme of Action Political History and Environment/Climate Impacting on Management. Political Leadership not Cohesive (“camps”). Officials Taking Political Positions. Multiple spheres of Power and Reporting. Official Decisions Leaking Political leadership interaction – stops at MM and HOD Level Reporting protocol structures must be observed – no instructions to and from officials at various levels. From level 18 to 1. Draw the line that officials don’t play political role in administration and vice versa external relationships interfering with the internal business. Roles of officials and councillors should be outlined and adhered to as per the MFMA. Return authority to HOD and MM – supported by Leadership. Leadership to cascade reporting protocol structures to all levels of in staff roadshows. On a weekly basis (or occasionally based on issues), full time councillors should be briefed on administrative issues by HOD or MM. Before agenda being finalised HOD and Portfolio chair should meet to finalise the agenda items. Quarterly meetings (prior to quarterly review) with departmental HODS and Managers with Portfolio Chairpersons. With the support of the Leadership, HOD’s to run their units, manage their managers. Bring back leadership from Management. June 2014 June 2014 Weekly, March 2014 Monthly, March 2014 Quarterly, March 2014 Ongoing June 2014