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Supplementary Valuation Roll No 6

Integrated Development Plan 2015-2016

Oversight Committee Report: 2013/2014

Annual Report 2013-2014

Mid-Year Budget and Performance Report 2014/2015

2013/14 Ammended SDBIP

Quarterly Consolidated Municipal Performance Report

General Valuations

Integrated Development Plan 2012-2017

20 years of freedom
Zulu Kingdom

Engineering Services Departmental Vision

To address backlogs in terms of Government Initiatives, to maintain infrastructure and to encourage compliance within the built environment in order to ensure that Emnambithi/Ladysmith becomes a vibrant, industrial, commercial, trade and tourism interlink, where all residents enjoy a prosperous, caring, safe and secure environment which promotes cultural diversity.

Engineering Services Departmental Mission

To implement projects and fulfil duties that place emphasis on providing the local communities with quality services that will contribute in improving their quality of life and that are in accordance with the types of projects that the Municipality has identified .

Project Management Section Vision

To ensure that funded projects are implemented ,to encourage compliance within the built environment in order to ensure that Emnambithi/Ladysmith becomes a vibrant, industrial, commercial, trade and tourism interlink, where all residents enjoy a prosperous, caring, safe and secure environment which promotes cultural diversity.

Project Management Section Mission

To implement projects by making use of limited resources with the funding provided within the stipulated time frame placing emphasis on providing the local communities with quality services that will contribute in improving their quality of life. 

Building Control Section Vision

To ensure that the building environment conforms to all legislative requirements.

Building Control Section Mission

To take necessary action to encourage compliance within the built environment in order to ensure that Emnambithi/Ladysmith becomes a vibrant, industrial, commercial, trade and tourism interlink, where all residents enjoy a prosperous, caring, safe and secure environment, which promotes cultural diversity

Public Works Section Vision

By 2019 the Public Works Section would have pushed back the frontiers of poor infrastructure to promote a safe environment. 

Public Works Section Mission

To implement projects and maintain existing infrastructure that place emphasis on providing the local communities with quality services that will contribute in improving their quality of life and that are in accordance with the types of projects that the Municipality has identified which embodies the Expanded Public Works Programme.

SWOT for Building Control Section

1. Strengths

  1. The Section Head has more than forty (40) years knowledge in this field.
  2. The section is able to improvise with limited resources that is at their disposal.
  3. Good organizing Skills with basic equipment.
  4. Excellent teamwork + Skills co-ordination.
  5. Commitment levels of majority of staff is high.
  6. Communication with and assisting other departments is common.
  7. Able to react and adapt to the changing political and administrative demand made.
  8. Academically qualified individuals / expertise.

2. Weaknesses

  1. There is a Shortage of skilled staff applying for vacancies. No Building Control Officer.
  2. Retention of skilled staff.
  3. Most staff that are trained leave the organization for greener pastures.
  4. The salary scales does not reflect the current market related remuneration for Scarce Skilled Staff.
  5. The appointment of qualified but inexperienced staff.
  6. Productivity Levels of staff low.
  7. Punctuality of staff.
  8. Disruptions, e.g. Union Meetings, ABET Classes, Disciplinary Hearings.
  9. Absenteeism of staff.
  10. Lack of Discipline of staff.
  11. Contractors that are appointed are not experienced and do not have the required knowledge and experience and lack of resources.
  12. Filling of Vacant Posts with Job Creation Staff.
  13. Misuse of Council’s Property, Accidents
  14. Support Departments not effective, we have to beg for the staff in the Departments to do their job, when they should be doing what they paid for.
  15. Lack of procedures in the various Departments.
  16. The Municipality (processes and staff) are not very flexible.
  17. Lack of IT software (recording and monitoring backlogs, work undertaken, vehicle tracking).
  18. No admin support.
  19. Non compliant buildings

3. Opportunities

  1. Possible implementation of Scarcity Allowance will assist in attracting and retaining skilled staff.
  2. Grooming, training and providing training for young unemployed residents.
  3. Economic downturn may result in municipalities attracting more skilled personnel.
  4. By training of internal staff will result in Upward Mobility and improve Service Delivery.
  5. Appointment of more admin, technical and field staff.
  6. New developments will increase rates based and result in more money for service delivery.
  7. Use of new technology / innovation.

4. Threats

  1. Experienced staff going on pension.
  2. Health related issues, increase AIDS, TB, Alcohol Abuse, Drug Abuse, Stress.
  3. Economic Melt Down will result in more residents becoming Indigent.
  4. Inability to pay for services.
  5. Shrinking of Rates Base.
  6. Inability of Contractors to perform.
  7. Non compliant construction
  8. Loss of revenue.

SWOT for Public Works Section

1. Strengths

  1. Experienced people in the Roads and Structural Section who have more than thirty (30) years experience individually in their field
  2. We are able to improvise with limited resources that we have at our disposal.
  3. Excellent team work within the Department.
  4. Commitment levels of majority of staff is high.
  5. Communication with and assisting other departments is ongoing.
  6. New plant and equipment have been acquired, however not adequate / enough.
  7. Able to understand, react and adapt to the changing political environment.
  8. Academically qualified individuals / expertise.
  9. Knowledge of the area and environment.
  10. Effective communication with public

2. Weaknesses

  1. There is a Shortage of skilled technical staff applying for vacancies.
  2. Retention of skilled staff.
  3. Most staff that are trained leave the organization for greener pastures.
  4. The salary scales does not reflect the current market related remuneration for Scarce Skilled Staff.
  5. The appointment of qualified but inexperienced staff.
  6. Productivity Levels of staff.
  7. Punctuality of staff.
  8. Disruptions, e.g. Union Meetings, Training, etc.
  9. Absenteeism of staff.
  10. Lack of Discipline of staff.
  11. No Internal Departmental Stores.
  12. Supply Chain Processes is cumbersome (Bid Processes, Orders, etc) and is not working efficiently.
  13. Budget constraints restricting service delivery relating to vacancies, materials.
  14. Bids are being advertised one (1) to three (3) times before Contracts are awarded.
  15. Contractors that are appointed are in-experienced and do not have the required knowledge and expertise and lack of resources.
  16. Filling of Vacant Posts with Job Creation Staff.
  17. Support Departments not effective, we have to beg for the staff in the Departments to do their job, when they should be doing what they paid for.
  18. Lack of procedures in the various Departments.
  19. No Accountant in this Department considering the amount of invoices, Payment Certificates, etc being processed.
  20. When contracts are awarded by the Adjudication Committee, long lead time before the Contractor is on site.
  21. The Municipality (processes and staff) are not very flexible.
  22. Land (Private / Ingonyama Trust) issues.
  23. No strategic documents, i.e. Public Transport Plan, Social Amenities Plan, PMS and Ad Hoc Planning is done.
  24. No Design Unit in place with required software.
  25. No preventive maintenance undertaken.
  26. Supervisors cannot complete the paperwork adequately.
  27. Lack of IT software (recording and monitoring backlogs, work undertaken, PMS, project planning, vehicle tracking)
  28. More plant and equipment required.
  29. Lack of supervision.
  30. Inability to plan.

3. Opportunities

  1. Possible implementation of Scarcity Allowance will assist in attracting and retaining skilled staff.
  2. Providing training for In-Service Training Students / Skills Transfer...
  3. Economic downturn may result in municipalities attracting more skilled personnel.
  4. Training of internal staff will result in Upward Mobility and improve Service Delivery.
  5. Use of Tasked Based, Project Based / Job Creation to acquire skills and ensure basic delivery.
  6. Appointment of more admin, technical and field staff.
  7. New developments will increase rates based and result in more money for service delivery.
  8. Use of new technology / innovation.

4. Threats

  1. Skilled staff being head hunted.
  2. Vacant Posts
  3. Health related issues, increase AIDS, TB, Alcohol Abuse, Drug Abuse, Stress,
  4. Lack of Productivity, punctuality, commitment.
  5. Economic Melt Down will result in more residents becoming Indigent. Non payment of accounts resulting in no funds for service delivery.
  6. Shrinking of Rates Base.
  7. Political and environmental climate.
  8. Skills shortage.
  9. Appointment of Section 57 employees.
  10. Abuse of resources.
  11. Unions.
  12. Environmental Legislation.

SWOT Analysis for Project Management Unit

1. Strengths

  1. Academically qualified individuals / expertise.
  2. Excellent teamwork within the Department.
  3. Good organizing skills - enable the Department to improvise and utilize available resources to the maximum.
  4. Able to understand the political environment to some extent.

2. Weaknesses

  1. There is a Shortage of skilled technical staff applying for vacancies.
  2. Retention of skilled staff.
  3. Most staff that are trained leave the organization for greener pastures.
  4. The salary scales does not reflect the current market related remuneration for Scarce Skilled Staff.
  5. The appointment of qualified but inexperienced staff.
  6. Productivity Levels of staff.
  7. Punctuality of staff.
  8. Disruptions, e.g. Union Meetings, etc.
  9. Absenteeism of staff.
  10. Lack of Discipline of staff.
  11. No Internal Departmental Stores.
  12. Supply Chain Processes is cumbersome (Bid Processes, Orders, etc) and is not working efficiently.
  13. Budget constraints restricting service delivery relating to vacancies, materials.
  14. Bids are being advertised one (1) to three (3) times before suitable Contractor is found.
  15. Contractors that are appointed are in-experienced and do not have the required knowledge and expertise and lack of resources.
  16. Contractors cannot provide surety.
  17. Contractors experience cash flow problem, request cash flow payments early, etc. Demand payments prior to completion of work (cannot wait the 30-day period).
  18. Filling of Vacant Posts with Job Creation Staff.
  19. Single Year budgeting and constant changing of priority lists.
  20. Support Departments not effective, we have to beg for the staff in the Departments to do their job, when they should be doing what they paid for.
  21. Lack of procedures in the various Departments.
  22. No Accountant in this Department considering the amount of invoices, Payment Certificates, etc being processed.
  23. MIG should be administered by Finance.
  24. When contracts are awarded by the Adjudication Committee, long lead time before the Contractor is on site.
  25. The Municipality (processes and staff) are not very flexible.
  26. Land (Private / Ingonyama Trust) issues.
  27. No strategic documents, i.e. Public Transport Plan, Social Amenities Plan, PMS and Ad Hoc Planning is done.
  28. No Design Unit in place with required software.

3. Opportunities

  1. Possible implementation of Scarcity Allowance will assist in attracting and retaining skilled staff.
  2. Providing training for In-Service Training Students..
  3. Economic downturn may result in municipalities attracting more skilled personnel.
  4. Training of internal staff will result in Upward Mobility and improve Service Delivery.

4. Threats

  1. Skilled staff being head hunted.
  2. Not be able to implement MIG Projects prioritised in 2009/2010 because of the ffg:

    2.1 No multi-year budgeting;
    2.2 Planning takes up to two (2) years before a Contractor is on site;
    2.3 Registration of MIG Projects takes up to six (6) months before funding is approved.
    2.4 Twelve (12) months ROD, EIA, DWAF,
    2.5 Four (4) months to advertise and appoint a Contractor
    2.6 Land related issues need to be resolved.
    2.7 Design - three (3) months.
    2.8 Appointment of Consultant takes three (3) months.

  3. Health related issues, increase AIDS, TB, Alcohol Abuse, Drug Abuse, Stress,
  4. Economic Melt Down will result in more residents becoming Indigent. Non payment of accounts resulting in no funds for service delivery.
  5. Shrinking of Rates Base.
  6. Financial stability of municipality due to melt down.
  7. Economic Melt Down restricting growth.
  8. Environmental Legislation.
  9. Inadequate planning.

Possible Solutions to Challenges Envisaged

  1. Shared Services
    Province and National Government is promoting the concept of shared services as in a number of municipalities there is inadequate engineering staff and salaries offered by the smaller municipalities are not market related and competitive.
    Implement Shared Service concept
  2. Sector Plans
    The department does not have a Integrated Transport Plan, PMS, Social Amenities Plan and planning is done on an adhoc basis. If sector plans are in place, it will help in terms of planning and prioritising of infrastructure.
    Budget and obtain necessary Sector Plans to enhance Service Delivery
  3. Skills
    There is skills shortage in terms of engineering staff as well as public works staff and they are being head hunted by the private sector and some of them are considering emigrating due to the huge salaries being paid by overseas countries.
    Council can consider implementing a Scarce Skills Programme which could assist in retaining skilled staff; noting that most of the bigger municipalities have implemented such programmes. Council can also employ more engineering staff; noting that there is a skills shortage.
  4. Plant and Equipment
    The Emnambithi/Ladysmith Municipality does not have enough plant and equipment to be able to effectively address the backlogs in the rural areas as well as maintain existing infrastructure.
    Council can consider purchasing additional equipment to service the municipal area; noting that the municipality is over 2500 square kilometres in extent.
  5. Complying with Legislation
    With the introduction of the Municipal Management Finance Act, Environmental Management Act, Construction Industry Development Board Act and other applicable legislation, it is now taking the municipalities approximately twenty four (24) to thirty six (36) months to appoint a Contractor on site to implement a project.
    Plan projects twenty four (24) to thirty six (36) months in advance
  6. Outsourcing / Core Business
    Focus on core business.
    Outsource Non-Core Business
  7. Unions
  8. Roles and responsibilities.
  9. Workshops
  10. Work procedures
  11. Does not exist in all departments.
  12. Must be in place in all departments
  13. Software
  14. Required for building control,projects,public works and admin
  15. Funding required
  16. By laws
  17. Needs to be updated
  18. Change management
  19. Staff need to attend change management course.
  20. Trust
  21. Big problem?
  22. The need for trust in team work is self explanatory.
  23. Preventive maintance (e.g. In the National Newspaper there was an incident where a motorist was seriously injured in an accident were her arm was ripped off after encountering a failure in the road which was reported six (6) months ago to have been a simple pothole). Preventitive maintenance in repairing the pothole would have cost a meagre amount and prevented danger to life and limb.
  24. Emphasis on new infrastructure? - Population migration to urban areas increases the demand on Infrastructure. The need to expand on existing infrastruture is huge and immediate.
  25. Supervision - Extra demand on infrastructure and services obviously requires increase expertise, which needs to be supervised correctly first time.
  26. Inadequate? - The existing budget, human resources. Existing delivery is not meeting demands.
  27. Outsourcing vs inhouse - Outsourcing lends itself to more control and accountability. Inhouse is contaminated by cumbersome Labour Law.
  28. Capacity constraints - Staff shortages caused by Municipal inability to compete with Private Sector in attracting competent staff constraints capacity to perform adequately.
  29. Internal and external pressure - Political Pressure, Public demand for services.
  30. Has risk linked to it?