Ents Alfred Nzo District Municipality strategic Agenda

The municipality has further developed an Action Plan aimed at addressing audit queries. This was adopted by Council and will assist the municipality in achieving better audit outcomes.

Intergovernmental Relations (IGR)
During the current financial year the functionality of IGR Structures within the municipality have improved significantly, with CoGTA support, through the implementation of the Back to Basics Programme and the introduction of an Integrated Service Delivery Model by the Office of the Premier. The structures are composed of the District Mayors Forum (DIMAFO), the District Speakers’ Forum, the IDP/IGR Representative Forum (IDRF), IDP Steering Committee (HODs for both municipalities & sector departments), the Municipal Manager Forum, Technical IGR Support Forum, District Planners Forum (Planners & IDP Managers/Coordinators) and sub-forums as per the implemented District IGR Framework. Staff shortage is however hindering progress in the implementation of the District IGR Framework which operates with only two staff members.
Partnerships and Strategic Relationships
The Municipality has made a concerted effort to develop its capacity through the formation of strategic partnerships and relationships. It has concluded partnerships with the following institutions:
 City of Lusaka

 O. R. Tambo District Municipality

 The Development Bank of Southern Africa ( DBSA)

 Swedish Government (Ohstresund Municipality)

 Thina Sinako (European Union)

 Coega

 DME

 NYDA

 ANDA
Public (Community) Participation and Communication
The Municipality has a Communication Strategy which is in line with the National and Provincial Communication Strategies. The GCIS has allocated one staff member to provide communication support to the municipalities as well as other organs of the state in the district.
The District Municipality considers communication and public participation to be very important and has consequently established a Customer Care Centre to improve lines of communication between the municipality and its communities.
The communication unit works in close liaison with local municipalities. It utilizes various means of communication, including the Alfred Nzo newsletter, brochures, bulletins, community radio stations, newspapers, some television stations, and national newspapers.
To support the process, the municipality established the District Communicators Forum

(DCF) that sits quarterly to discuss matters relating to communication.

The district further communicates with communities through community development workers and ward councillors who are based within local municipalities.
Alfred Nzo District Municipality developed and adopted a Public Participation Strategy to guide the implementation of mechanisms through which the public may participate in the municipality’s programme of action. The strategy further promotes a culture of openness, transparency and accountability on the part of the council, its political structures and its administration, by allowing citizens to exercise their right to public participation.
Institutional Guidelines:
These focus on managerial reform aiming at:
 Objectives and results orientated management

 Effectiveness and efficiency orientated management

 Service and client oriented management

 Performance based contracts

 Service orientated codes of conduct.
4.7 Service Delivery and Operational Modelling

Flowing from the foregoing situational analysis which characterises the socio-economic and institutional strengths, weaknesses, opportunities and challenges, that confront Alfred Nzo; and given the emerging Strategic Agenda, it’s Vision-Mission-Goals and the Strategies below in the next chapters. Alfred Nzo District Municipality must develop an appropriate Services Delivery and Operating Model; that assures:

 alignment between mandate and strategy

 internal vertical and horizontal coordination and integration;

 appropriate centrality of the core business of the District

 identification of key enablers to support the service model

 appropriate grouping of functions along the core services, support services and orientation towards service users
5 Strategic Framework: Vision, Mission,

Values, Goals and Strategies

5.1 Introduction

This Chapter introduces ANDM’s Vision and Mission which give direction to the

developmental agenda of the Municipality.

The broader developmental agenda of ANDM consists of short, medium and long term development goals. The District Municipality is committed to the objectives of local government which are enshrined in section 152 (1) of the Constitution of the Republic of South Africa, 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; and

e) To encourage the involvement of communities and community organisations in the matters of local government.
Our development strategies therefore aim to ensure we deliver on the expected outcomes of the developmental mandate of the local sphere of government.
5.2 Vision

A vision statement provides strategic direction and describes what our elected leadership and those it represents, want the Municipality to achieve in the future. Our commitment to undertake the comprehensive development of this, the poorest district in South Africa, is comprehensively expressed in the following Vision, namely:

“A District whose communities are self-sustaining and enjoy a good quality life, equitable access to basic services and socio-economic opportunities.”
5.3 Mission

Our mission statement describes the municipality’s purpose and answers the questions: "What business are we in?" and "What is our business for?" The Mission of this Municipality is:

“To be a responsive and capable institution that effectively delivers basic services and innovative development programmes with a strong orientation to rural development in partnership with its communities and other social partners”

5.4 Values

The agreed values of the District Municipality are as follows:

 Transparency

 Honesty and Integrity

 Accountability

 Professionalism
 Fairness

 Openness and Responsiveness

 Diversity

5.5 Strategic Goals

At a strategic session held in March 2017, Alfred Nzo District Municipality identified the following major thematic areas to give direction to the work of the organization:
 Inclusive Growth and Development

o Local Economic Development

 Effective Public Participation

o Batho-Pele

o Partnerships for Development

o Networks

 Basic Services Delivery and Community Empowerment

o Back-to-Basics Programme

o Provision of equitable access to government assets

o Customer Relations and Care

o Service Excellence

 Good Governance

o Oversight and Strategic Leadership

o Political Stability

o Compliance,

o Clean Administration,

o Equity

 A capable Institution

o Institutional Development

o Exploit appropriate technology

o Financial Viability

o Effective assets & resource management

Springing from these thematic areas, the ANDM IDP includes the following Strategic Goal

Statements which are aligned with the national KPAs.
1. Inclusive Growth and Development

2. Basic Services Delivery and Community Empowerment

3. Effective Public Participation, Good Governance and Partnerships

4. A capable and financially viable institution

These goals seek to ensure a strategic alignment at the highest level of the organization but do not necessarily translate directly into distinct departmental responsibilities.
This alignment with national KPAs is illustrated in table below:
Table 1: National KPA/ANDM Strategic Goals Alignment

^Nat^i^o^n^a^l^K^PA^s^:	^A^NDM^St^r^a^te^g^i^c^G^oals:
^K^PA^1^:^M^u^n^i^c^i^p^a^l^Tra^n^s^f^o^r^ma^t^i^o^n^a^n^d Organisational development (improvement of internal efficiencies and effectiveness)	^A^c^a^p^a^b^l^e^a^n^d^f^i^n^a^n^c^ia^l^ly^via^b^le^i^n^s^t^i^t^u^t^ion (4)
^K^PA^2^:^B^a^s^ic-^S^e^r^vice^D^e^li^v^e^r^y^(^p^ar^t^i^c^u^l^a^rly water and sanitation. ANDM is both WSA and WSP for the district)	^B^asic Servi^c^es^D^elive^r^y a^n^d C^o^mm^un^i^t^y Empowerment (2)
^K^PA^3^:^L^o^c^a^l^E^c^o^n^omic^D^e^v^e^l^o^p^me^n^t^(^t^o expand the local economy and increase employment and reduce poverty)	Inclusive Growth and Development (1)
^K^PA^4^:^F^in^a^n^c^i^a^l viab^i^li^ty^a^n^d^f^in^a^n^c^i^a^l management (improve ANDM’s performance in this area)	^A^c^a^p^a^b^l^e^a^n^d^f^i^n^a^n^c^ia^l^ly^via^b^le^i^n^s^t^i^t^u^t^ion (4)
^K^PA^5^: G^o^od^g^ov^e^r^n^a^n^ce^a^n^d^pu^b^l^i^c ^p^a^r^t^i^c^ip^a^t^i^on^(^d^e^e^p^en^d^e^m^o^c^rac^y^)	Effective Public Participation, Good Governance and Partnerships (3)
^K^PA^6^:^C^r^o^s^s^-^c^u^t^t^in^g^i^ss^u^e^s^(^i^nt^e^g^ra^t^e^d ^d^evel^o^p^ment^a^n^d^s^t^r^o^n^g^p^ar^t^n^ers^h^i^p^s)

The above ANDM strategic goals are described in further detail below:

1. Inclusive Growth and Development

In order to grow the local economy of AND, the Municipality has to create an enabling environment which will support local economic development, agriculture and forestry, construction and tourism and attract investment into the area. This will stimulate economic activity and result in job creation to alleviate poverty. In order for the economy to grow, it is essential that the correct infrastructure is in place to accommodate current and new business and agricultural activities. Therefore infrastructure investment has to be a primary focus for the next 10 to 15 years. This can link to the already significant N2 road building programme. The leading sectors such as agriculture and small business need to be stimulated to ensure that the key towns in the district become regional services hubs. Sector strategies need to be effectively implemented in partnership with a range of stakeholders to ensure economic stimulation. Due to the importance of the local educational facilities such Ingwe TVET, education needs to be seen as a priority in terms of future growth potential of the district. ANDM should aim to set the pace in transformation of under-developed former Bantustan areas.

2. Basic Service Delivery and Community Empowerment

To deliver quality services in AND it is essential that all residents have access to basic services (water, sanitation) provided by local government. While access to basic services by all citizens should be 100%, the district is particularly disadvantaged (fewer than 10% of residents currently have access to municipal water) and this may take some time. Delivery of quality, affordable housing also needs to be improved. The Council needs to make land available for town development and proper development controls must be in place, particularly in rapidly growing areas along new roads.

3. Effective Public Participation, Good Governance and Partnerships

ANDM must ensure that all members of the public and organised business, agriculture and other organisations have the opportunity to participate in our decision making processes. It is of utmost importance that a culture of participation is nurtured. A proper and responsive customer care system must be put in place. Public and private sector organisations must play a more active role in the decision making process and proper platforms established to allow public participation at various levels of government. We should strive to develop all our public facilities such as community halls and multi-purpose centres as “one-stop shops” where communities can be linked to government programmes.

The Municipality must ensure that good governance is key and free of corruption to ensure services are delivered as effectively and efficiently as possible. The District should be managed as transparently as possible: our Communications Unit must ensure a regular flow of information to the public on municipal activities. This relates directly to the way in which municipal income and grants are spent. It is essential that good financial practices are adhered to in order to ensure value for money and inhibit corruption, as will be indicated by clean audits from the Auditor General. Financial sustainability also needs to incorporate financial planning for future revenue streams and ways to increase business activity without increasing the service charge burden which deters economic growth. Strategic planning needs to be done in order to find the correct ways to attract and retain business and stimulate agriculture.