STATUTORY PLAN – ORGANISATIONAL DEVELOPMENT &
TRANSFORMATION PLAN
1. Short description of Plan:
The purpose of the OD&T Plan is to identify and develop internal transformation and institutional strategies and programs that will 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 transformation plan is to change the institutional arrangements, processes, managerial practises and culture in order to maximise service delivery. This will be done by focussing on 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 the key 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. (a) Vision :
Transform the organisation 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
(b) Mission: based on the seven habits of high performing organisations 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 g. Broad based change management initiatives
3. Legislative basis

Chapter 2 of the Municipal Systems Act defines the legal obligations of the City in respect of Integrated Development Planning i.e.
(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.
(3) (c) (vi) – strategies that would enhance cost effectiveness
4. Key strategic Issues and challenges a. Key strategic issues: i. Institutional frameworks and business systems and processes ii. Human capital development and management issues iii. Quality management and productivity issues (cost effectiveness) b. Key strategic challenges: i. Research & develop conceptual frameworks, methodologies and models which will empower the organisation to change its managerial practices and assess deliverables from citizen/customer/investor perspective. ii. Review current people management strategies. iii. Establish 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).
STRATEGIES
The strategies will all be supported by a Change Management and
Communication Plan
6. Strategy 1: Development and implementation of institutional frameworks and business systems to support the City’s development and service delivery strategies and objectives
Programmes:

a. Operational Integration 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 the Institutional Operational
Model) c. Organisational development & design framework
Deliverables a. Development & implementation of the 8 district model b. Implementation of the integrated service centres and related Call
Centre c. Corporate Works Management Process d. Development & implementation of Information & Communication technology strategy e. Installation of Broadband Fibre Optic Network f. Integrated Spatial Information System g. Development & implementation of the Support Services model, including delivery of standard operating procedures for all support functions h. Alignment of Organisational Structure to business strategy & delivery model
Input and Output Indicators
Objectives and input/output indicators will be unpacked in applicable
Directorate Scorecards.
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. Rollout of competency frameworks across all job families d. Rollout of Personal Development Plans for all employees, through skills audit e. Rollout of e-HR for Talent Management, time management, OHS f. Development & implementation of HR business indicators
Input and Output Indicators
Objectives and input/output indicators will be unpacked in applicable
Directorate Scorecards.

8. Strategy 3: Implementation of efficiency gains interventions through business improvement initiatives
Programmes a. Quality Management and Business Improvement Programme b. Organisational Performance Management
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. Corporate wide organisational performance management
Input and Output Indicators
Objectives and input/output indicators will be unpacked in applicable
Directorate Scorecards.
9. Strategic Goals and Objectives a. Improving customer/community satisfaction (internal & external) b. Improving the operational efficiency of the organisation c. Improving return on investment in human capital
– measures to be developed under HR business indicators d. Improving employee loyalty index rating
10. Resources to be used to achieve outcomes
Capex & Opex : The budgets for the various programs will be determined by the departments responsible for implementation
11. Key performance Outcomes Indicators a. Customer Satisfaction: Directorates to achieve the target of a minimum 20 % increase in customer satisfaction with their services by 2011. b. Operational Efficiency shall be measured as:
 Responsiveness – speed in which Notifications are closed (to establish reliable baseline & categories and then measure improvement)
 Process efficiency – ratio between Notifications created/number notifications closed (to establish reliable baseline & categories and then measure improvement)
 Staff availability (attendance & absenteeism rate)


% Reduction in resignations c. Staff Loyalty- experiencing index. The objectives will be to achieve:
 % improvement in staff experiencing feelings of accomplishment index.

% improvement in the management excellence rating index
 % increase in staff care and concern index

% increase in staff fairness at work index