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STATUTORY PLAN – ORGANISATIONAL DEVELOPMENT &

TRANSFORMATION PLAN2

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

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Updated 13 November 2009
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This plan to be incorporated into Strategic Focus Area 8. Each key programme with its primary
deliverables must be incorporated into this section. The current HR strategy will remain as a separate
item.
a. (need programme dealing with the 8 District Service Delivery Model, integrated service
centres (incl call centre/CRM strategy) & sub-council participatory mechanisms)
b. ICT programme
c. (need programme to address internal institutional interventions including organisational
design interventions, support model,
d. IDP transformation
e. Human Capital Management Programme
f. e-HR Programme (includes Talent management & e-HR)
g. Quality Management and Business Improvement Programme

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 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. Powerful branding that energises and identifies what the
organisation stands for

3. Legislation :
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.
• (1) (e) – the key performance indicators set by the municipality
• (3) (c) (vi) – strategies that would enhance cost effectiveness

4. 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.

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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 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 (moving from compliance plan to 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. Transforming of IDP from compliance plan to a strategic driver

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

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 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.

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

a. Customer Satisfaction:
Directorates to achieve the target of a minimum X% 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)
25% efficiency gain by June 2012
Staff availability (attendance & absenteeism rate) of X%
Reduction in % terminations

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 Reduction in legal risk arising from non-compliance in OHS –
need target.
c. Staff Loyalty.
The objectives will be to achieve increase in % staff in “fully
engaged” category and reduction in % staff in “disengaged”
category. (current baseline of 29% and 21% respectively)
d. Governance
Unqualified audit
Ranking in relation to national surveys? Targets?