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STATUTORY PLAN – ORGANISATIONAL DEVELOPMENT &
TRANSFORMATION PLAN
1.
Short description of Plan:
The purpose of the OD&T Plan is to develop a framework and drive a
strategy that will facilitate the optimal provision, organisation and
deployment of the City’s staff so as to enable the City to achieve its
strategic goals and objectives. This includes the development of
institutional and business systems and processes to support the City’s
development strategies and initiatives. The focus of the plan is to shift
the culture and managerial practice through the following four areas:
a. To shift the organisation to high performance, based on best
practice benchmarking and through the alignment of people
strategies to business strategies.
b. To guide and drive the process of changing to a high performance
organisation through targeted strategic programmes.
c. To measure the value gained by revised business systems and
processes, investment in employees, the % alignment of people
strategies to business strategies and the extent to which the
organisation measures up to international and national best practice
benchmarks.
d. To identify and prioritise key levers that will have the greatest
impact on improved service delivery.
2.
Vision :
Lead, guide and direct the organisation’s transformation into a
sustainable high performance organisation, in which employees are
developed, valued, empowered and motivated, quality management is
embedded in all managerial practices and processes, and service
delivery in terms of the IDP takes priority
Mission: based
organisations
on
the
seven
habits
of
high
performing
a. Embedding of high performance quality management systems and
practices
b. Ongoing strategising which focuses on a challenging desired future
through the IDP process
c. Development of business partners (internal & external) required to
achieve desired destiny
d. Development of transformational leaders
e. Aligning people strategies to business strategies
f. Releasing potential of people
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Updated 05 April 2011
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g. Powerful branding that
organisation stands for
3.
energises
and
identifies
what
the
Legislation :
Chapter 2 of the Municipal Systems Act defines the legal obligations of the
City in respect of Integrated Development Planning i.e.




4.
(1) (a) (ii) – “A municipality’s IDP must at least identify the institutional
framework which must include an organogram required for addressing the
municipality’s internal transformation needs as informed by it’s strategies
and programs
(1) (c) – any development initiatives in the municipality including inter alia
institutional development.
(1) (e) – the key performance indicators set by the municipality
(3) (c) (vi) – strategies that would enhance cost effectiveness
Key strategic impacts and challenges
a. Key strategic impacts – i.e. environment:
i. Global economic climate
ii. Rapid urbanisation
iii. Decrease in revenues
iv. Higher expectancy levels of clients and employees
v. Declining pool of graduates and related skills
b. Key strategic challenges:
i. Maintain and improve service delivery and ensure quality
and affordability within an increasingly constrained global
economic climate through:
streamlined institutional frameworks, business
systems and processes;
enhanced human capital development and
management;
promotion of quality management and productivity
improvement.
ii. Providing sustained value for money in the delivery of
services
iii. Accelerate the focus on establishing buy in from organisation
to accept new ways of thinking and functioning.
5.
Critical success factors:
a. Leadership buy-in to and ownership of transformation plan and
framework.
b. Creating change in climate and culture through change
management interventions.
c. Implementation of business management system (use of quality
management framework).
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STRATEGIES
The strategies are all supported by Change Management and Communication
Plan
6.
Strategy 1: Development and implementation of institutional
frameworks and business systems to ensure delivery of City
Development Strategy (CDS).
Programmes:
a. Institutional Operational Model (which will include the 8 District
Service Delivery Model, integrated service centres, call centre/CRM
strategy & sub-council participatory mechanisms)
b. ICT programme (which will enable to Institutional Operational
Model)
c. Organisational development & design framework
d. IDP transformation (strengthening IDP role as strategic driver)
Deliverables
a. Implementation of the 8 district model including implementation of
the integrated service centres and related call centre
b. Improved functionality of Corporate Works Management Process
c. Implementation of Information & Communication technology
strategy
d. Installation of Broadband Fibre Optic Network
e. Development and implementation of Integrated Spatial Information
System
f. Development & implementation of the Support Services model,
including delivery of standard operating procedures for all support
functions
g. IDP playing role of strategic driver of five year plans
7.
Strategy 2: Implementation of human capital management
systems and processes to enhance staff alignment to business
needs and to improve staff morale and performance
Programmes
a. Human Capital Management Programme
b. e-HR Programme (includes Talent management & e-HR)
Deliverables
c. Implementation of an integrated talent management model with all
supporting interventions and products.
d. Ongoing rollout of SAP e-HR functionality, including talent
management, IR and OHS modules.
e. Ongoing development & implementation of organisational business
indicators.
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8.
Strategy 3: Implementation of efficiency gains interventions
through business improvement initiatives
Programmes
a. Quality Management and Business Improvement Programme
Deliverables
a. Business improvement processes conducted for all core City wide
business processes and other key functional areas impacting on
Customer satisfaction
b. Corporate wide individual performance management
c. Decrease in cost of targeted areas and increase in income of
targeted areas.
9.
Strategic Goals and Objectives (outcomes)
a. Improving customer/community satisfaction (internal & external)
b. Improving the operational efficiency of the organisation
c. Improving employee loyalty index rating
d. Improving governance
10.
Key performance Outcomes Indicators
Executive Management Team to approve and update, on an annual
basis, the appropriate outcome measures and to incorporate into the
Corporate Scorecard or the Directorate and Departmental SDBIPs, as
deemed appropriate. The outcome indicators will ideally include
measures for:
a. Customer Satisfaction
 Citywide surveys and rankings in relation to national or
international surveys
b. Operational Efficiency shall be measured as:
 Responsiveness
 Process efficiency
 % efficiency gains
 Staff availability (attendance & absenteeism rate)
 Reduction in % resignations in scarce skills. Coupled with
succession plans
 Reduction in legal risk arising from non-compliance in OHS
c. Staff Loyalty
d. Governance
 Unqualified audit
 Ranking in relation to national surveys
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