Municipal Administration:
- Administration
- Corporate GIS
- Facilities and Maintenance
- Human Resources
- Legal Services
- Occupational Health and Safety
- Valuation Services
- Fleet
- Finance Support
10.16 Administration
i. Function/outlook
The Department is responsible for the provision of an administrative support service as well as a uniform integrated record-keeping system. Activities include:
general administration, committee services, records, food and beverage services and printing.
ii. Outcome
- A uniform integrated electronic system of record keeping
- A professional and efficient support service through accurate and timeous responses to internal and external customers.
iii. Strategies
- To centralise and integrate all record keeping systems and replacement with uniform procedure
- To introduce firm measures to combat corruption and nepotism
- More effective marketing of internal services to internal clients
- Training and development of employees
- Transfer of the current manual record system to an electronic and uniform record system
- Introduce an effective performance management and evaluation system
- Reduce overhead costs of general administration
- To establish an Administrative Service which has the hallmarks of efficiency, productive and transparent administration.
| Outputs | Targets |
| Administrative guidelines | Develop and implement from January 2002 |
| Committee services | Ensure on-line access of committee decisions within seven (7) days from approval of minutes |
| Records system | Index system Uniform integrated records system by June 2002 |
| Printing | Maximise and optimise internal printing by marketing the function to regions and internal departments with a return time of less than seven days |
| Food and beverage services | Develop and refine a comprehensive catering service for all committees and management meetings by July 2001 |
| Customer satisfaction | Provide an efficient service to users, daily, weekly and monthly |
10.17 Corporate GIS
i. Functions/outlook
The unit is responsible for the efficient provision of integrated spatial information systems that ensure the timeous provision of accurate information to inform City planning and decision making.
Spatial or geographical referenced information (ie any information that has a position on earth) is used extensively as planning/decision making tools throughout the Metro. This information and the associated management systems are fundamentally pre-requisites that provide the foundation for virtually all local government functions.
ii. Problem statements
- Severe staff shortages - current capacity 55%
- Inability to retain staff due to non-market related salaries
iii. Outcomes
Geographically referenced information for planning and decision making
iv. Strategies
- To provide Corporate GIS base information, available to UACs and internal council functions/units, and a process to manage it, which will eliminate costly duplication, maximise the utilisation of available scarce resources and ensure a secure data environment
- To cater for critical needs of clients
- To provide and maintain high levels of data accuracy and correctness
- Improve linkages between UACs and council functions
- Increase revenue generation
- To contribute towards the establishment of a data warehouse.
v. Outputs and targets
| Outputs | Targets |
| Consolidated cadastral information | 90% complete by June 2002 3-monthly progress report |
| Intranet map service | Implement from July 2001 25 concurrent users and 166 clients by July 2002 3-monthly progress report |
| 2000 aerial photography | Make year 2000 aerial photographs available by July 2001 |
| Town planning scheme information | Capture the zoning information from 14 outdated town-planning schemes into a digital land-use management system by December 2002 |
| Road hierarchy and street address validation system | System and application development completed by June 2002 |
| Increased revenue | Double income through the sale of packaged data and maps to the public by July 2002 2-days response time to disseminate standard products |
| Geotechnical database | Pilot study and specifications completed by June 2002 |
| Data maintenance | Update data sets available on a 3-monthly basis |
10.18 Facilities Management and Maintenance
i. Functions/outlook
The aim of the Facilities Management and Maintenance Unit is to manage corporate buildings including a comprehensive management service in terms of office accommodation, space determination, layouts, furnishings, costings, ergonomics and to offer a full spectrum of building maintenance services to all users of council-owned buildings.
The Unit is responsible for the:
- Provision of a maintenance service to all council buildings to ensure an acceptable standard in terms of the Occupational Health and Safety Act of 1993
- Provision of a user friendly and safe working environment for council staff within the perimeters of available resources
- Provision of facilities to the public in terms of accessibility of public conveniences
- Provision of a budget service facility for all functions in terms of management and maintenance of council buildings and buildings leased by council.
ii. Problem statements
- Lack of skilled management and administrative staff
- Lack of record keeping - no equipment or existing comprehensive database
- Lack of corporate image
iii. Outcomes
- Safe, accessible, functional and well-maintained work environments for city employees
- Accessible buildings for the aged and the disabled
- Optimal balance between rented and council-owned buildings.
iv. Strategies
- Deliver services to users of council-owned buildings through cost effective preventative maintenance
- Review building usage and attempt more optimal use of space
- Assist with the improvement of building facilities to create a better work environment
- Increase access to public buildings
- Improve databases and information management
- Upgrade control of moveable assets
- Train and develop employees
- Marketing of Facilities Management and Maintenance unit as a cost-effective building maintenance service to all regions and departments.
| Outputs | Targets |
| Access for aged and disabled | 50% of all council building accessible by June 2002 |
| Well managed and maintained work environments | Determine number of complaints per month and reduce by 10% by December 2001 Establish current response time and reduce to 24 hours Put in place a maintenance schedule for all council-buildings by June 2002 |
| Council buildings database | Set up a database by June 2002 and 100% of information captured by December 2002 |
10.19 Human Resources
i. Functions/outlook
The function comprise of the following sections:
- Staffing, remuneration and benefits - Management of the planning, implementation and monitoring of a comprehensive employee benefits and recruitment strategy and policy for the City
- Human Resources Development and Equity - Management of training and development for the upliftment of skills, knowledge and career progression in the City, and the management of the implementation of the Employment Equity principles
- Labour Relations - Management of labour relations strategies, policies, procedures and agreements so that they facilitate the development of harmonious working relationships
- Human Resources Support - to provide a human resources support service function to the core administration of the City.
ii. Outcomes
A best practice employer of choice that enjoys productive working relationships with its employees.
iii. Strategies
- Development of a comprehensive remuneration strategy which will contribute to internal and external equity being achieved, including grading, costing of benefits and conditions of service and recommendations for the achievement of best practice
- Design and partial implementation of plans to achieve optimal staffing levels to be achieved within the human resources function and in the organisation as a whole
- Comprehensive stakeholder consultation regarding employment equity resulting in a comprehensive Employment Equity Plan and targets for each function in the city
- Skills development plans and structures to match organisational functions with employee skills
- Establishing a labour relations strategy which will be fully developed to strenghten and develop progressive relations with labour with an emphasis on the application of consistent policies and procedures
- Training structures fully developed and implemented, providing relevant training based on organisational needs
- Establish a human resources function that provides strategic advice and operational assistance based on the needs of the organisation
- Tangible human resources measures set for the city, and annual comparisons to similar local and international organisations made in order to track progress
- Attracting and retaining high profile skills
- Developing and implementing a suitable remuneration policy and grading system
- Optimising staffing levels
- Improve and implement employee master data and time management
- Introducing a performance management system which will be fully operational throughout the city
- Communicating effectively with employees on matters affecting them
- Adopting an integrated and responsive customer orientated approach
- Improving employees master data and time management
- Improving levels of productivity, and
- Maintain, develop and implement all the functionalities of the SAP R3 human resources system.
iv. Outputs and targets
| Outputs | Targets |
| Training function | Benchmarks established for 2 training outputs by December 2001 |
| Grading system | Developed by December 2001 |
| Optimal usage of staff strategy | Developed by December 2002 |
| Workplace skills plan | Finalise a Workplace Skills Plan and implement from December 2001 Ensure maximum returns on available skills levy grants and report achievements by March 2002 |
| ABET programme | Set up the ABET unit and implement ABET programme by December 2001 |
| Human resources strategy | Implemented by June 2002 |
| Employment equity programme | Development of Employment Equity Plan by October 2001 Monitor and report on equity targets by November 2001 |
| Employee satisfaction | Undertake survey: moderate level by end December 2001 Review quarterly |
| Staffing and remuneration management policy and procedures | December 2001 Implement from December 2001 |
| Parity | Costed by July 2001 Parity strategy implemented by December 2001 |
| Performance management system | Developed by August 2001 Implemented by December 2001 |
| Culture of progressive labour relations | Mechanisms to encourage progressive labour relations in place by December 2001 |
| Communication with employees | Quarterly newspaper |
| Labour related policies and procedures | Finalised by December 2001 Implementation from December 2001 |
| Human resources master data management | Data management procedures by December 2001 |
| Increased productivity levels | Initial measures June 2002 |
| SAP management | Fully operational by June 2002 |
10.20 Legal Services
i. Functions/outlook
The function consists of three sections:
- Specialised opinions and litigation
- Committees, regions and directorates
- Town-planning tribunal and planning
The functions of the above sections are as follows:
- Legal opinions and advice
- Drafting of legal documents and comments
- Managing litigation by and against council
- Advice to committees, tribunals, regions and directorates
- Representation at Township Board hearings and other statutory bodies.
- Lack of pro-active legal service
- Lack of education to employees and councillors
- Lack of uniform by-laws
ii. Outcomes
- A facilitative and practical legal environment which achieves the optimum balance between internal and external legal support
- Develop effective by-laws to enhance the city's strategy.
iii. Strategies
- To provide a cost effective legal service of the highest quality to clients
- Education and training of councillors, officals and legal staff
- Implement performance management and culture of responsibility
- Achieve optimum balance between internal and external legal sources
- Standardise by-laws.
| Outputs | Targets |
| Training of employees and councillors | Move from 0% to 30% education of employees and councillors on legal framework of council by June 2002 Quarterly progress report |
| Client satisfaction | Undertake client survey by December 2001 Ensure 30% increase of the December 2001 satisfaction rate by June 2002 |
| Standardised legal procedures | Standardised by December 2001 |
| By-laws | 100% of by-laws approved by June 2002 and promulgated thereafter Quarterly progress report Develop "New By-laws Information Package" - 50% complete by June 2002 |
| Reduce legal costs | Categorise litigation and opinions to reduce unnecessary usage of external attorneys by 10% in June 2002 Reduce external attorney fees by 10% by June 2002, in respect of instructions given by council Establish new panel of attorneys with negotiated lower fees by June 2002 Establish baseline of compensation paid by Council by June 2002 |
10.21 Occupational Health and Safety
i. Functions/outlook
The core responsibility of the Occupational Health and Safety Department will be to ensure full compliance with current legislation, pertaining to all aspects of Occupational Health, Safety, Disaster Management, Compensation for Occupational Injuries and Disasters and training as stipulated, inter alia, in the Occupational Health and Safety Act (85 of 1993), the Disaster Management White Paper and the Compensation for Occupational Injuries and Diseases Act.
ii. Problem statement
- Lack of pro-active health and safety risk analysis in the work environment
- No formalised Health and Safety Policy
- Lack of education and training to employees and councillors exist regarding legal and moral implications of non-compliance to the Act
- Lack of general safe working procedures
- Lack of contingency plans for council-occupied high rise buildings
- Biological monitoring/annual medical examination of staff in risk category occupations are lacking
- Reporting of accidents and incidents coupled with detailed investigation, analysis and remedial action plans are not done
- Standards pertaining to personal protective equipment in each job-risk category are lacking
- Health and safety representative committees are not in place in terms of legislation.
iii. Outcome
A best practice employer of choice that ensures a risk-free environmental friendly, healthy and safe working environment for its employees and ratepayers alike.
iv. Strategies
- Complete in-depth risk analysis of all work places of council
- Develop a health and safety policy
- Educate staff and councillors regarding the requirements of the Occupational Health and Safety Act
- Develop safe working/operating procedures with line functions
- Develop contingency plans for all council-owned/occupied buildings
- Ensure that annual, pre-employment and exit medical examinations are done
- Draw up procedures to ensure that all accidents are thoroughly investigated
- Identify personal protective clothing in all work categories plus draw up schedule of compliance
- Ensure that health and safety committees are formed, all members trained in the regions, metro and UACs
- Promote, develop and ensure ongoing health and safety training of staff.
v. Outputs and targets
| Outputs | Targets |
| Training Courses | Safety representatives: 200 employees trained by June 2002 Right to know: 300 employees trained by June 2002 Legal overview: 200 employees trained by June 2002 Fire fighting: 100 employees trained by June 2002 First aid: 100 employees trained by June 2002 Evacuation: 100 employees trained by June 2002 Advanced and supervisory course: 100 employees trained by June 2002 |
| Health and Safety Programme | Health and safety policy finalised and approved by June 2002 Risk analysis of all work place completed by June 2002 Working/operating procedures finalised by June 2002 Contingency plans developed and implemented by June 2002 Keep record and submit annual report on annual, pre-employment and exit medicals by June 2002 Finalise accident monitoring and procedure policy by June 2002 Investigate and report on protective clothing schedule of compliance by June 2002 |
| Health and Safety Committees | Establish Health and Safety committees for core, regions and UACs by June 2002 Ensure that Section 16 appointments are complied with by June 2002 |
10.22 Valuation Services
i. Functions/outlook
The Valuation function is a centralised function under Municipal Administration, which provides a valuation service to the entire City of Johannesburg. It operates from three valuation regional offices and a head office.
The function is responsible for the compilation of valuation rolls and supplementary valuation rolls in terms of relevant legislation; to provide council with valuations in respect of its property transactions and to provide a general property advisory service.
ii. Problem statements
- 34% vacancy rate, and lack of sufficient number of suitable experienced staff therefore fragmented service delivery
- Valuation cycle on average 5 years instead of three to four years
- No property data base, valuation system not fully implemented
- Lack of record keeping
- Lack of education to property owners, councillors and public at large about valuation services and applicable legislation
iii. Outcome
- A comprehensive, effective, professional and cost-effective valuation and property advisory service to all clients
- Adherence to service level agreements and meeting all internal and external customer needs
iv. Strategies
- To establish a valuation entity according to world best practice
- Reduction in the valuation cycle across jurisdiction and implementing valuation rolls on a triennial basis
- Enabling electronic access to valuation rolls
- Effective property database development and management in partnership with Corporate GIS
- Implementing a valuation fee structure
- Realignment of service to meet the demands of the Local Government Property Rates Bill when enacted
- Developing and implementing a communication strategy around the valuation function
- Making the valuation entity a preferred employer
- Training and development of staff
vi. Outputs and targets
| Outputs | Targets |
| Properties inspected for compiling a 2004/2006 Valuation Roll | 225 000 properties to be inspected and recorded on the valuation and property data system by June 2002 Audit completed on number of properties recorded in 2001/2004 provisional valuation roll and reflected on billing system by 30 September 2001 |
| Valuation Board hearings | Finalise 50% of objections by June 2002 (Dependent on number of objections) |
| Supplementary valuation rolls | Finalise 12 000 supplementary valuations by June 2002 (2001/2002 financial year) |
| Customer service | Attend to all requests (±1200) for market valuations from clients within agreed time frames Quarterly customer satisfaction surveys - target 60% customer satisfaction rate by December 2001 (current rate not established) |
| Valuation system | Operational valuation system by June 2002 which will:
|
10.23 Fleet
i. Functions/outlook
The function is responsible for:
- Overall management and co-ordination of the user group's fleet
- Allocation of vehicles (departmental asset register)
- Monitoring utilisation
- Exception reports and follow up
- Establishing a local management capacity
- Fraud and abuse detection and prevention
- Implementation of controls to deter and prevent fraud, abuse and misuse
- Detection and follow-through to disciplinary action is necessary
- Communication with all involved parties
ii. Problem statements
- Lack of skilled administration staff.
- Slow response of user groups in respect of placing of orders for new vehicles
- Incorrect data supplied by fleet users
- Poor communication between user groups
iii. Outcomes
- A fleet support service facilitating the service delivery of other departments in an proficient and cost effective manner
- Develop effective system to prevent misuse of assets
- To facilitate the completion of an accurate and complete asset register
- To facilitate the replacement of vehicles due for replacement in a timely fashion
- To co-ordinate or facilitate the co-ordination of training and development of local transport officers or facilitation and co-ordination of such training, and to monitor and provide support for local transport officers
- To monitor and prevent abuse and fraud by implementing and communicating effective transport related policies within the department
- To communicate effectively with
- Fleet Manager in respect of policies, queries, shortcomings, problems, ideas, improvements, solutions
- User groups in respect of feedback of information concerning utilisation, fraud and abuse, fleet statistics in terms of numbers, cost and age
- Local transport officers in respect of developments, policies, procedures, problems
- Line management in respect of contract maintenance and replacement requirements and possible disciplinary action required against offenders.
iv. Outputs and targets
| Outputs | Targets |
| Accurate electronic asset register/ data base | Process can only start when the vacant position is filled |
| Training of local transport users | Train all local transport users by September 2001 |
| Prevention of abuse and fraudulent use of vehicles | Establish standardised log book system for monitoring and control of use and abuse by July 2001 Develop and enforce departmental vehicle policies and procedures by September 2001 Abuse could be reduced by 30% once all the on-board computers (OBC's) are fitted to all vehicles |
10.24 Finance Support
i. Functions/outlook
Finance Support is responsible for providing a comprehensive finance and accounting service to Municipal Administration.
ii. Problem statements
- Lack of financial discipline
- Vagueness regarding accountability
- Lack of accurate and timeous financial reports.
iii. Strategies
- Provide a comprehensive financial service to Municipal Administration
- Establish good financial management practices
iv. Outputs and targets
| Outputs | Targets |
| Client activities in terms of approved policies and procedures | Ensure that financial year end deadlines prescribed by the Auditor General are adhered to Meet monthly cycles for general ledger maintenance Maintain sound financial records in accordance with the financial regulations and relevant legislation Comply effectively with uniform policies and new legislation |
| Financial approval and advice in respect of the core service and regional clients | Advise clients of any major deviations in expenditure and income by October 2001 Comply effectively with uniform policies cross boundary issues and new legislation |
| Financial statements | Finalise by October 2001 Report progress on a six-monthly basis |