Mayors foreword
MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
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MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT Our mission is to provide strategic direction on Human Resources related matters and ensure that the administration of the institution is in sound footing able to respond in the mandate of the developmental local government. HUMAN RESOURCES & ADMINISTRATION CORE FUNCTIONARIES Policy formulation & Review Training & Development ( Staff & Councilors) Employment Assistance Programme Labour Matters Priority Skills Acquisition Recruitment and Selection Management of the Organisational structure
Recruitment and Selection Policy- This policy appeared to be having very serious challenges, as such it was imperative that it should be reviewed. Expert opinion was sort and the policy is currently used when recruitment and selection of new staff is being done. PUBLIC PARTICIPATION POLICY This policy was formulated as to guide how the whole concept of sensitizing people about the role of the municipality and what was expected of them as citizens within our area. CHALLENGES: Reliance on service providers remain a big challenge as they charge exorbitant fees for service rendered Impact of unavailability of some stakeholders during the actual implementation causes lot of delay thereby impacting negatively on service delivery. Very many bottlenecks that lead to delay in recruitment and selection e.g. challenge emanating from unions. Wastage done by advertising one position more than two times due to unnecessary technicalities raised during short listing.
MAYOR AND MUNICIPAL MANAGERS OFFICE
GRAND TOTAL 05 02 HUMAN RESOURCE & ADMINISTRATION DEPARTMENT
LAND AND HOUSING
GRAND TOTAL 01 03 COMMUNITY SERVICES DEPARTMENT
BUDGET AND TRESURY DEPARTMENT
IMPLEMENTATION OF OPERATING CLEAN AUDIT 2010/2011 Name of the Municipality : MBHASHE LOCAL MUNICIPALITY
Name of the Section 57/delegated official and contact details:
2.9 GOOD GOVERNANCE AND PUBLIC PARTICIPATION Administration Section at our institution is responsible for Council Support and Registry, but it’s not registered to those functions only. Sometimes ADHOC functions are also co-ordinated by this function e.g. unplanned visits by other spheres of government. COUNCIL SUPPORT This subsection is responsible for providing secretarial support to the council and subcommittee of council. Committee Clerks and Council Support Clerks are responsible for this secretarial support. Unit Administrators are responsible for ensuring smooth administration in the units, and are not restricted to the town part, but to the entire unit. This seeks to maintain balance between all the 3 units of the institution. The council has the following standing committees :- Human Resources Budget & Treasury Local Economic Development Social Needs Planning & Development Additional Committee are :- M.P.A.C
Communication\administration Administration Land & Housing Local Labour Forum Council calendar of meetings approved by council act as a guide on the setting of all committees of council.
Part-time Mayor – Head of EXCO Full-time Speaker – Head of Council Full-time Councillors i.e. :-a) Portfolio Head – Planning & Infrastructure b) Portfolio Head – Social Needs d) Seven part-time EXCO members fourty – one part-time Councillors consisting of party representatives and ward Councillors. Mbhashe municipality is a multi-party council consisting members from ANC, UDM and PAC.
Non-filling existing vacancies i.e. 2 x Council Support Clerks 1 x Senior Administration Officer 2 x Unit Administrators
Filling of posts to be printed as a matter of urgency, thereby addressing queries from A.G. and stability in the operations of both the Council and its committees and EXCO Increase in the PRINTING & STATIONERY budget so as to cater for the special sittings of the council and EXCO.
This subsection is responsible for record keeping and record management It is manned by :- a) Record Officer b) Records Clerk (vacant) c) 2 x Messenger
Impact of the vacant position is very high as the institution relies on one person for memory. Filling of document is always queried by A.G Absence of backup systems as the institution relies on manual record keeping & management.
Filling of the vacant o be priority sed. Backup system to be maintained. Business plan for the storeroom is near function. 2.9.1 COMMUNICATION Communication strategy has been developed and adopted by council. Newsletter has been developed and first issue distributed during December 2010. For now the newsletter will be developed quarterly. Whilst we are not able to give accurate statistics on listener ship, Mbhashe community listens to Umhlobo Wenene radio, Unitra Community Radio (UCR) and Khanya Community Radio. The two community radios do not cover the whole of Mbhashe, Khanya covers the areas of Ward 2, 3 and 23 and UCR covers areas of Ward 7, 8, 14, 15, 16, 17, 18, 19, 20, and 26. Recently, the municipality has launched a website (on August 2006). The website home page contains the information on departments, IDP, Tourism and other issues such as tenders and vacant posts. The website is still updated as more information is being put on the website. One can visit the site on www.mbhashemun.gov.za. The local newspaper (Daily Dispatch) is the paper that rarely covers what is happening in Mbhashe. Internally, we make use of the printed material to report to the people via ward committees and ward councilors. The municipality is yet to appoint the Communications Manager or officer who will be responsible for guiding the communications in the municipality. 2.9.2 PUBLIC PARTICIPATION Ability of local government to fulfill its constitutional mandate to involve local community in governance. The municipality wants to ensure the involvement of communities in the affairs of Local Government. To create appropriate channels to allow communities to be involved in the creation and implementation of local services. The municipality developed the public participation policy as to guide how the whole concept of sensitizing people about the role of the municipality and what was expected of them as citizens within our area. The municipality conducts public participation through mayoral imbizo’s which are being held twice year. CHALLENGES
Involvement of Traditional leaders Mbhashe local municipality is one of the municipalities that pilot the participation of Traditional Leaders in the council. There are nine traditional leaders participating in the council which composed of three from each town. The municipality consults with the traditional leaders in their respective traditional authorities during IDP and Budget roadshows and the Imbizo by the mayor’s office. 2.9.3 IGR FORUM The municipality has established two structures regarding the intergovernmental relations which are:
The Amathole district municipality coordinates all its local municipalities in holding meetings. The departments and stakeholders that form part of the IGR forum are the following:
The municipality makes use of all the above stakeholders participating in the IGR forum that were recently called by the municipality. 2.9.4 AUDIT FUNCTION Internal Audit Unit The Internal Audit Unit was established in terms of section 165 of the MFMA in which it is stated that, the accounting officer of a municipality is responsible for managing financial administration of the municipality and must take all reasonable steps to ensure that the municipality has and maintains, effective and transparent system of internal audit. The unit is composed of one and intern in the structure of the institution. The unit also conducts risk assessment annually as part of annual plan. The risk assessment is a legal requirement and a requirement of the standards for professional practice of Internal Auditing to have risk assessments performed at least once. Audit Committee The Municipality Audit Committee constituted in terms of section 166 of the MFMA of 2003. The municipality has appointed members to serve in the audit committee. There is Audit committee which was appointed in 2009. There are three members of Audit committee which sits once a quarter and when need arises except the ordinary meetings. The Audit Committee is an independent oversight advisory body of council. Performance Audit Committee The municipality has appointed the Performance Audit Committee in November 2010. The performance audit committee is an independent body of the council advising the council on the performance management matters. The first committee will be on the month of March in order to consider the final draft annual report and appointment of evaluation committee. The committee sits twice a month. Audit Committee Framework The audit committee is using the audit framework for auditing which was adopted by council in 2010 based on the following key areas. (a) A rolling three-year strategic internal audit plan based on its assessment of key areas of risk for the institution, having regard to its current operations, those proposed in its strategic plan and its risk management strategy; (b) An annual internal audit plan for the second year of the rolling three-year strategic internal audit plan; (c) Plans indicating the proposed scope of each audit in the annual internal audit plan; and (d) A quarterly report to the audit committee detailing its performance against the annual internal audit plan, to allow effective monitoring and possible intervention.
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