Unit standards 116358 strategic planning

Municipal strategic planning

1. Welcome

2. Paul Nxumalo Facilitator/ Assessor/ Moderator Cell: 073 719 4297 Email: [email protected]

3. Punctuality No Disturbances Avoid side conversations Respect Others Listen actively Participation Agree to Disagree Ask Questions Give your honest feedback

4. Unit Standard : 113658 Contribute to the strategic planning process in a South African municipality

5. Vision Statement of the ideal situation the municipality would like to achieve in the long term Mission statement Its reason for being. The mission often is expressed in the form of a mission statement, which conveys a sense of purpose to employees and projects an organisation image to stakeholders and role players.

6. Environmental scan

7. STRATEGIC PLANNING ENVIRONMENTAL ANALYSIS ORGANISATIONAL DIRECTION FORMULATE STRATEGY IMPLEMENT STRATEGY EVALUATE STRATEGY STAKEHOLDER

8. Some Strategic Considerations Visionary Leadership – Courage Managing Risks Circle of Influence vs Circle of Concern Big Picture and Long Range Challenges of Development State and Capitalist Agenda

9. Strategic Environmental Scan Political Economic Social Technological Legal SECTORAL AND STAKEHOLDER ANALYSIS FOR IMPROVED UNDERSTANDING

10. Political Our Stakeholders Communities Civil Society Business – Sector – Hospitality-Sports-Hospitality Unions Government – Provincial/National/ Political Parties Parliament Service Delivery Protests

11. Economic Globalisation Sub-Prime Crisis Food Prices Contribution of the Sector Unemployment Poverty – Food, Interest Rates, Electricity, Oil

12. Social Skills and Low Wages Illiteracy & Dysfunctional Education System Poverty Crime Housing HIV & AIDs Violence Racism/Tribalism/Xenophobia Values and Attitudes

13. Technology Energy Crises – Eskom and Oil Global Warming Bio-Fuels Computerisation & IT Automation Casualisation Increased Unemployment

14. IS THE MUNICIPALITY SUSTAINABLE?

15. Key Concepts The developmental role of strategic planning The concept of key performance areas The process for formulating institutional strategies within key performance areas

16. Strategic formulation After thorough sideration of the SWOT anlysis the municipality has to map out where it need to go. I t also needs to work out how to get there. A development strategy is about finding the best way for the municipality to meet a development objective.

17. Strategic Implementation The selected strategy is implemented by means of programmes, budgets and procedures. Implementation involves organisation’s resources and motivation of the staff to achieve objectives .

18. ROLE-PLAYERS NEEDED FOR THE FORMULATION OF MUNICIPAL `VISION` AND `MISSION` STATEMENTS Mayor- political guidance over the budget process s53 MFMA guide the preparaion of the IDP and budget coordinate the annual revision of the IDP in terms of section 34 of the MSA

19. The MM as the Administration head is responsible for the implementation & accountable to the Mayor. Councillors including district councilors Municipal employees Traditional learders Community representatives (e.g. RDP Forum) Ward committee representative

20. EVALUATE DIFFERENT MUNICIPAL MISSION STATEMENTS IN THE CONTEXT OF THE ACTUAL SERVICE DELIVERY PROGRAMMES AND EVOLVING MACRO ENVIRONMENT

21. Amongst others the SDBIP is the tool used to translate the vision & the objectives of the Municipality into Specific & Measureable objectives This also establishes accountability requirements of the entire administration to council . Programmes & projects to be implemented using the Medium-term Revenue & Expenditure Framework . The Municipal Systems Act, Act 32 of 2000 already puts in place the framework for participation in a municipal strategic planning. The community as the ultimate beneficiaries of the municipal services are the stakeholders in this instance. Section 16 of the MSA outlines that a municipality must develop a culture of municipal governance that complements formal representative government with a system of participatory governance.

22. Unit 2 Conduct a stakeholder analysis and develop a framework for a community participation process

23. The Municipal Systems Act, Act 32 of 2000 already puts in place the framework for participation in a municipal strategic planning. The community as the ultimate beneficiaries of the municipal services are the stakeholders in this instance. Section 16 of the MSA outlines that a municipality must develop a culture of municipal governance that complements formal representative government with a system of participatory governance.

24. The MSA, s16(b)(i), further stipulates that if need be the community needs to be empowered in this regard to enable it to participate in the affairs of the municipality. These provisions does not imply that the community has to interfere in the administrative duties of the municipality. Current practices with respect to stakeholder participation and analysis in a municipal strategic planning process is provided for by the legislative framework on the MSA. The Act provides for the mechanisms, procedures and processes for community participation in such instances.

25. Unit 3 Identify key performance areas applicable to institutional strategies as required by the local government legislative framework.

26. Municipal Systems Act 2000 Extension of Structures Act Establishes the core principles, mechanisms and processes to achieve objective Provides the framework for performance management Provides for performance of the organisation and performance of Section 57 appointment

27. Performance Management Regulations 2001 Provides detail for PMS; Setting National KPI’s; Requirements for audit processes; Provides framework for integration of planning and performance management;

28. Performance Regulations for Section 57 Managers Provides clarity on terms of employment Measurement of performance of MM’s and section 57 managers Set objectives and targets Reward for good performance Correctional action for unacceptable performance

29. Individual financial and non-financial pm concepts KPA 1: Municipal Transformation and Organisational Development KPA 2: Basic Service Delivery KPA 3: Local Economic Development KPA 4: Municipal Financial Viability KPA 5: Good Governance and Public Participation Regulations 2006

30. Unit 4 Formulation of Institutional Strategies

31. L egislations that inform the importance of stakeholder consultation in municipal strategy : The Constitution of the Republic of South Africa (1996) Local Government: Municipal Structures Act (Act No 117 of 1998), as amended The Batho Pele White Paper (1998) Promotion of Access to Information Act (Act No.2 of 2000). Local Government: Municipal Systems Act, (Act No 32 of 2000)

32. The elected council is the ultimate decision-making forum on IDPs. The role of participatory democracy is to enable stakeholders to inform, negotiate and comment on decisions in the course of the planning process. To ensure participatory democracy in the formulation of strategic process. The following stakeholders should be involved:

33. The following stakeholders should be involved: IDP representative forum; Municipal manager or IDP manager; IDP steering committee; and Project, programme and sectoral task teams. The EXCO/executive mayor/committee of appointed councillors must manage the drafting of the IDP

34. FACTORS DETERMINING MUNICIPAL STRATEGIES: Priority issues or challenges of the local community Developmental objectives of the municipality Developmental SWOT analysis Available and accessible resources Municipal vision and mission statements

35. DEVELOP PROGRAMMES THAT ALIGN TO MUNICIPAL STRATEGIES Clear details for each programme has to be worked out in terms of: Who is going to benefit it? How much is it going to cost? How is it going to be funded? How long would it take to complete?

36. Unit 5 Legislative framework for integrated development planning and apply requirements of legislation

37. THE RECONSTRUCTION AND DEVELOPMENT PROGRAMME (RDP) The Reconstruction and Development Programme (RDP) is the main socio-economic framework for South Afica. It seeks to build a democratic, non-racial and non-sexist future.

38. THE WHITE PAPER ON LOCAL GOVERNMENT As per the paper both financial viability and community participation are important consideration in the sustainability of service delivery. The paper highlights the need to make the best possible use of public resources to ensure universal access to affordable and sustainable service and to provide value for money

39. THE URBAN DEVELOPMENT STRATEGY (1995) The urban development strategy aims for the development of envronmentally sustainanble cities/towns by 2020. It highlights the need for the promotion of open space and efficient land use planning for the sake of the environment . It also recognise the need for the control of pollution and effective waste management if sustainable town and cities are to be achieved.

40. THE WHITE PAPER ON SPATIAL PLANNING AND LAND USE MANAGEMENT (2001) The White Paper on Spatial Planning and Land Use Management, published by the Department of Land Affairs provides policy directives on land use planning. The white paper states that each municipality must compile a spatial development framework, and that one of the component of this framework must be a “strategic environmental assessment”.

41. That’s All There Is To It… Lets Go act, People First not Last