Office of the MM
This department is headed by the Municipal Manager – the Accounting Officer of the Municipality. The Municipal Manager chairs the Management team and is the head of municipal administration.
This Office is the highest administrative office of the Municipality and is responsible for the overall efficient and effective administration of the Municipality. This office also provides holistic, strategic support within the organisation.
It is primarily responsible for strategy and policy, strategic research, integrated development planning, performance management and reporting, and high-level co-ordination of municipal entity oversight.
The Office of the Municipal Manager works closely with the Executive Committee to make sure that the vision and mission of the Council becomes reality.
The offices of the Mayor and the Municipal Manager are linked to strengthen the implementing of political decisions.
The Office ensures proper alignment of policy development, monitoring and evaluation, and alignment of programmes and initiatives with the political agenda of the Executive Committee.
The Office of the Municipal Manager is made up of several key divisions:
- Communications & Customer Relations
- Mayoralty & Communications
- Strategy & Shared Services
- Special Programmes & Youth Development
- Legal Services
- Public Participation
- Internal Audit
- Policy and Research Unit
Office of the Municipal Manager
Communications & Customer Relations
Manager: Ms Zimbini Mpurwana
Email: Zimbini.Mpurwana@ugu.gov.za
Tel: 039 688 3452
- Responsible for all Corporate Communication, Marketing ;Branding & Corporate events
- Ensuring that all means of contact with the organization ( Call Centre and front desk) are functioning in an effective, efficient and economical manner
- Responsible for driving Batho Pele programme, initiatives and projects, thus promoting Customer Centricity
Specific contact information if available for publishing
Call centre – 08000 92837
SMS – 44751
WhatsApp - 072 312 1232
Website www.ugu.gov.za
Social media links if relevant
www.facebook.com//ugu district municipality
Mayoralty & Communications
Manager: Mr France Zama
Email: France.Zama@ugu.gov.za
Tel: 039 688 5711
The Ugu District Municipality Mayoralty and Communications Section under the Office of the Municipal Manager, consists of six units which their onus is to ensure satisfaction of the external stakeholders serviced by the Ugu District Municipality.
The Mayoralty and Communications Section performs political and administration duties of the Municipality. This section must ensure communication lines are kept active and accessible for the public to interact with the political and administration leadership on issues of service delivery.
The Mayoralty and Communications Section units are:
- Communications and Customer Relations
- Special Programmes
- Youth Development
- Public Participation
- Policy and Research
- Community Services
COMMUNICATIONS:
The Communications Office is responsible for the facilitation of communication between Ugu District Municipality and its internal and external stakeholders.
The onus of this unit is to coordinate all communication activities in the Municipality.
- Communication campaigns work best when they are carried out in partnership with others outside of government. This would include researchers, NGOs, role-models for specific sectors, all of which can, if mobilised and supportive, transmit similar messages sometimes with a greater measure of credibility and impact.
The Office is also created to provide strategic advice and counsel with regard to communication policy development, programme planning and programme implementation; development and implementation of communication plans.
The office uses various platforms and mediums of communication to solicit the views of the public, whilst consistently disseminating information on the objectives, programmes, decisions, actions and activities of Ugu District Municipality.
Communication Objectives:
Through the communications office, the municipality must establish and maintain a positive relationship and mutual understanding with its stakeholders.
- Creating a positive image of the municipality and the district as well as political confidence amongst its constituency
- Developing and creating platforms for local communities to constructively engage with the municipality on its programme of action with regards to development and service delivery
- Establish fully functional communication forums within the district, which ensures coherent messaging in the local government communication system
- Consulting and mobilising all relevant stakeholders to participate in the implementation of service delivery programmes
- Protocol for branding of all municipal information and messaging to be consistent
- Capacitating political leadership and communicators
TEN COMMANDMENTS OF COMMUNICATION
The Ten Commandments of Communication have been developed by the Government Communication and Information System (GCIS) and are meant to serve as core principles guiding all communication work, within the three spheres of government:
- Government work is essentially public activity - we should continually challenge the paradigm that government work is secret activity which unfortunately goes public from time to time. Rather the approach should be how to manage the flow of information in the interest of the country. Especially for our colleagues in the bureaucracy, it is necessary to develop an appreciation that it does matter what the people know and think
- A central communication service should have authority to carry out its work - it should be located in the highest office, privy to decision-making processes including Cabinet, and able to exercise discipline among all communicators. The latter may require occasional intervention by the President
- Political principals are the main communicators - from the President and Ministers to regional/provincial executives and local councils. The public servants employed as "communicators" are first and foremost facilitators, creating opportunities for the principals to articulate their messages, rather than themselves courting publicity
- Everyone in government is a communicator: this includes a clerk in a local office of government. Indeed, a message of caring would sound ridiculous if the official at the front office is arrogant and rude to citizens
- Communication should be based on an integrated communication strategy and programme, with core messages which guide all the actors. This is a critical prerequisite to pro-active communication, instead of always responding to others' agenda
- Communication structures do not determine policy - they articulate it. In doing so, it is imperative always to tell the truth (or just keep quiet), for if attempts are made to embellish, this will in time be found out. Further, it is critical in difficult situations to examine the real causes of the difficulties, and avoid blaming communicators, as a rule, for what may in fact be defects in the policy itself
- Communication is more than just media liaison: a multi-media approach should be adopted particularly in implementing major campaigns, including own productions and other unmediated forms, with specific target groups in mind
- Direct communication and mutual exchange of views with the public is the most effective form of communication - where resources are available, there should be communicators in all localities, multi-skilled development workers to provide both information and services
- In working out campaigns and programmes, there should be a deliberate effort to understand the communication environment, including target groups, appropriate media platforms, messages and forms of interaction. In this regard, communication research is a critical element of the trade: communication is an art form, but it should be based on science
- Communication campaigns work best when they are carried out in partnership with others outside of government. This would include researchers, NGO's, role-models for specific sectors and son on all of which can, if mobilised and supportive, transmit similar messages sometimes with a greater measure of credibility and impact.
Strategy & Shared Services
Manager: Ms Faith Mbili
Email: Faith.Mbili@ugu.gov.za
Tel: 039 688 5767
Corporate Strategy is responsible for Organisational Performance Management, Development Planning, incorporating the Integrated Development Plan, Spatial Planning and GIS as well as District Development Model/Intergovernmental Relations DDM/IGR.
ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM (OPMS)
The Ugu District Municipality adopts a reviewed Performance Management Policy and Procedural Framework annually for the purpose of ensuring proper planning, implementation, monitoring and evaluation of performance management within the municipality. The policy also outlines the structural processes of accountability. The policy aims at ensuring improvement in the Organisational and Individual Performance Management system of Ugu District Municipality, which eventually would contribute to improving effectiveness and efficiency of the municipality in terms of delivering services to the community.
The municipality has merged OPMS and SDBIP processes to ensure streamlining and consistent alignment in the implementation. This is in line with the legislation as the Municipal Systems Act (MSA), 2000, as amended requires municipalities to establish a performance management system. Further, the MSA and the Municipal Finance Management Act (MFMA) requires the Integrated Development Plan (IDP) to be aligned to the municipal budget and to be monitored for the performance of the budget against the IDP via the Service Delivery and the Budget Implementation Plan (SDBIP).
Performance Management Cycle
The Standard Operating and Procedure (SOP) Manual encompasses planning, implementation, monitoring and evaluation and incorporates the alignment of an organizational performance management system with an individual performance system is illustrated in the diagram below.
Service Delivery and Budget Implementation Plan
The SDBIP facilitates the process of holding management accountable for their performance. It provides the basis for measuring performance in the delivery of services.
Legislative Mandates
The SDBIP is essentially the management and implementation tool which sets in-year targets, such as quarterly service delivery targets, and links service delivery output to the budget of the municipality, thus providing credible management information and a detailed plan for how the municipality will provide such services and the inputs and financial resources to be used (MFMA Circular 13).
The SDBIP therefore serves as a "contract" between the administration, Council and community expressing the goals and objectives set by the Council as quantifiable outcomes that can be implemented by the administration over the next twelve months. This provides the basis for measuring performance in service delivery against end of year targets and implementing the budget.
Figure 7.2.1: IDP SDBIP Link Source: MFMA Circular No. 13, 2005
INTEGRATED DEVELOPMENT PLAN (IDP)
The IDP is the five (5) year strategic document used by the municipality to direct planning. This is in terms of chapter 5 in the Municipal Systems Act 2000, as amended. Through the IDP Representative Forum as well as the IDP and Budget Road Shows, where communities have their say, input is gathered. The organisational budget is considered to prioritise community needs. Components of the IDP, amongst others, include but not limited to the Capital Investment Framework, Spatial / Geographic Information, LED Strategy, Institutional Arrangements, Infrastructure Maintenance Plans, and where applicable Financial Recovery Plans.
The IDP is implemented through a Service Delivery Implementation Plan (SDBIP)
Geographic Information System (GIS) is a system of computer software, hardware and data, and personnel to help manipulate, analyse and present information that is linked to a spatial location.
It is made up of five key components which include
- Hardware – Computers, PCs, Laptops, Printers etc
- Software – GIS software and applications etc
- Data – Attribute, vector, raster etc
- Methods – Guidelines, specifications, norms and standards and procedures
- People – Administrators, Managers, GIS Practitioners, end users
The Geographic Information System unit is in the office of the Municipal Manager (OMM) and is hereby entrusted with ownership of all GIS related activities. The unit lends itself towards assisting all internal departments and external customers with any and every GIS related request.
An excellent GIS service relies on excellent GIS data, and the only way to ensure this is to implement rigorous GIS data maintenance procedures. This requires human capacity, funding, established and enforced maintenance processes, and a consistency in all these areas. Certain partner organisations such as Statistics South Africa, Department of Rural Development and Land Reform, Provincial Government Departments in Kwa-Zulu Natal, and KZN COGTA will continue to be the custodians of their data and will continue to maintain and supply this data on an ongoing basis to Ugu District Municipality.
The Ugu GIS unit also has a critical role to play in recording and monitoring the assets of the District. Two major categories are a) the properties that Ugu and its municipalities own, and b) infrastructure. For Ugu, water and sanitation infrastructure are by far the most valuable category of asset that has taken an enormous effort to capture into GIS. There is still some work to go on the water network GIS layers for the entire District.
Ugu District Municipality's Spatial Development Framework (SDF) is intended, in part, to comply with Section 26(e) of the Municipal Systems Act, Act No. 32 of 2000) as well as Chapter 4, Part E of the Spatial Planning and Land Use Management Act (Act No.16 of 2013), which requires all municipalities to prepare and adopt an SDF as a component of its Integrated Development Plan (IDP).
Purpose of a Municipal Spatial Development Framework
- Guide planning and development decisions across all sectors of government and specifically the municipality and provincial government in its spatial planning and land use management decisions;
- Provide direction for strategic developments, infrastructure investment, promote efficient, sustainable and planned investments by all sectors and indicate priority areas for investment in land development;
- Take cognisance of any environmental management instrument adopted by the relevant environmental management authority;
- Assist in integrating, coordinating, aligning and expressing development policies and plans emanating from the various sectors of the spheres of government as they apply within the municipal area;
- Prioritising, mobilising, sequencing and implementing of public and private infrastructure;
- Aligns spatial development goals, strategies and policies with relevant national and provincial spatial principles, strategies and policies;
- Spatially coordinates, prioritises and aligns public investment in the IDP;
- Directs and supports private and public investment by identifying areas that are suitable for urban development;
- Provides policy guidance to direct decision-making on the nature, form, scale and location of urban development,
- Ensure developmental oriented planning
An important component of the SDF is the Capital Investment Framework (CIF), wherein the district must ensure that whatever is included in the district CIF is aligned and reflects what is happening at local level. Solutions in the problem lie in the district coordinating alignment sessions where all stakeholders present their medium- and long-term projects.
In compliance with the Local Government Municipal Systems Act, 32 of 2000, the Ugu District Council adopts a five-year Integrated Development Plan and reviews it for annually for the duration of a term of Council. This plan is meant to provide a basis for both public and private sector investment in the district and is reviewed on an annual basis.
The Ugu District Municipality IDP is prepared in terms of the legislative requirements as entailed in chapter five (5) of the Municipal Systems Act. Consideration is given to the MEC's comments that are raised following the annual submission. An in-house team led by the Office of the Municipal Manager is assigned the task of developing and reviewing the IDP. To ensure ownership of the process and to gather community inputs, existing municipal structures and systems i.e., IDP Representative Forum, IDP and Budget Road Shows are also used.
If operational excellence is achieved the result will be good governance and administration, sound financial management and viability, innovative, effective, and efficient institution, and administration. In general, Ugu District Municipality through stakeholder relations is striving for:
- Coordinated, effective and efficient planning and service delivery.
- A credible and well informed IDP
- Better investments and reduced dependency on grants.
- Protest free and happy communities.
- Confident investors and partners in service delivery.
- Social cohesion.
- Quality input and engagements.
- Vibrant and active tourism, increasing investment and job opportunities.
- Realisation of a developmental state
In compliance with the Local Government Municipal Systems Act, 32 of 2000, the Ugu District Council adopts a five-year Integrated Development Plan and reviews it for annually for the duration of a term of Council. This plan is meant to provide a basis for both public and private sector investment in the district and is reviewed on an annual basis.
The Ugu District Municipality IDP is prepared in terms of the legislative requirements as entailed in chapter five (5) of the Municipal Systems Act. Consideration is given to the MEC's comments that are raised following the annual submission. An in-house team led by the Office of the Municipal Manager is assigned the task of developing and reviewing the IDP. To ensure ownership of the process and to gather community inputs, existing municipal structures and systems i.e., IDP Representative Forum, IDP and Budget Road Shows are also used.
If operational excellence is achieved the result will be good governance and administration, sound financial management and viability, innovative, effective, and efficient institution, and administration. In general, Ugu District Municipality through stakeholder relations is striving for:
- Coordinated, effective and efficient planning and service delivery.
- A credible and well informed IDP
- Better investments and reduced dependency on grants.
- Protest free and happy communities.
- Confident investors and partners in service delivery.
- Social cohesion.
- Quality input and engagements.
- Vibrant and active tourism, increasing investment and job opportunities.
- Realisation of a developmental state
DISTRICT DEVELOPMENT MODEL/ INTERGOVERNMENTAL RELATIONS
The municipality heeded the presifential call for an integrated approach towards service delivery. This is implemented through the involvement of multiple stakeholders, public from all spheres of government and private sectors; business community, civil society, faith-based organisations. This eliminates silos and duplication of efforts within each district. Through clusters, the role players develop a District One Plan wherein each stakeholder commits to their contribution/ role. The clusters monitor the implementation of the One Plan as it applies to them. The reports are then further discussed at the Technical Hub and subsequently, Political Hub.
The clusters are as follows:
Governance, State Capacity, Institutional Development
Economic Sector, Infrastructure Development Cluster
Justice & Crime Prevention Security (JCPS) Cluster
Social Cluster
Special Programmes & Youth Development
Manager: Ms Dudu Khowa
Email: Dudu.Khowa@ugu.gov.za
Tel: 039 688 5700
The Special Programmes and Youth Development Unit, is located in the Office of the Municipal Manager. The Unit specifically focuses on vulnerable groups in the community such as women; people living with disability; farmers; people infected and affected by HIV and AIDS and young people. Over and above the specific focus on vulnerable groups, the Unit further manages the Expanded Public Works Programme (EPWP); which provides short to medium-term work opportunities to poor households.
The Special Programmes and Youth Development Unit core mandate is: COORDINATION and MAINSTREAMING of the programmes within Ugu District Municipality, Ugu District Family of Municipalities, Sector Departments and the Private Sector through partnership where possible.
Legal Services
- Ensuring that all policies developed by the Municipality are legally compliant and enforceable
- Provision of sound legal advice to the Municipal Manager, Management and Council
- Communication with internal and external stakeholders regarding legal matters affecting the Municipality
- Management and co-ordination of all litigation matters that the Municipality is involved in.
- Negotiating, drafting and vetting of contractual arrangements for the Municipality
- Ensuring that municipal officials are aware of and implement legislative reforms and current developments within the legal environment which have impact upon the Municipality
- Serves as the appeal authority for Appeals and/or Objections against SCM Processes of the Municipality
Public Participation
Manager: Mr Mondli Ngcobo
Email: Mondli.Ngcobo@ugu.gov.za
Tel: 039 688 5716
Internal Audit
- Internal audit,
- Internal controls,
- Accounting procedures and practices,
- Risk and risk management,
- Performance management,
- Loss control,
- Compliance with the Municipal Finance Management Act, 2003 (Act 56 of 2003), Division of Revenue Act and any other applicable legislation, and
- Perform such other duties as may be assigned by the accounting officer.
Objectives for the Internal Audit Unit
- To assist and support management of the council in the effective discharge of their responsibilities by furnishing them with analyses, recommendations, appraisals, council and information concerning the activities examined and by promoting effective control at reasonable cost,
- To ensure that risks are identified and managed properly,
- To ensure that correct and accurate financial management, and operational control systems and procedures are in place to enable management to gain trustworthy information useful in decision making processes,
- To evaluate the performance management system and performance reports, and
- To ensure that high quality service delivery takes place by the economic and efficient utilisation of available resources.
Our internal Audit Section has two sub-units namely the Risk Management Unit and Forensic Services Unit.
Risk Management Unit
Forensic Services Unit
The public and officials are encouraged to report allegations of fraud and corruption. It is a toll free number and callers can remain anonymous.
Once the allegation has been reported, it will be thoroughly investigated and reported upon.
Policy and Research Unit
Manager: Ms Nonhlanhla Msomi
Email: Nonhlanhla.Msomi@ugu.gov.za
Tel: 039 688 3579
Responsibilities of the Unit:
Coordination, facilitation and management of all activities relating to municipal policy administration, viz.-
- Policy development and review
- Keeping records of all municipal policies
- Facilitation of policy awareness programmes for municipal employees, councillors and the community
Provision of knowledge and evidence to guide and support the municipality's strategic policy imperatives. Through research, the unit aims to promote evidence-based action in planning processes and programme implementation.