Presentation on theme: "Greater Tzaneen Municipality CHALLENGES OF ATTRACTING, DEVELOPING AND RETAINING SKILLS Presented by: Her Worship D.J. Mmetle THE HONOURABLE MAYOR OF GREATER."— Presentation transcript:
Greater Tzaneen Municipality CHALLENGES OF ATTRACTING, DEVELOPING AND RETAINING SKILLS Presented by: Her Worship D.J. Mmetle THE HONOURABLE MAYOR OF GREATER TZANEEN MUNICIPALITY 30 July 2012
TABLE OF CONTENTS Introduction and Background GTM Statistics Retention Strategy Challenges Conclusion
INTRODUCTION AND BACKGROUND Greater Tzaneen municipality is the biggest of the five local municipalities in Mopani District. Greater Tzaneen municipality has a population of with total number of households. It has an annual budget of R Greater Tzaneen municipality is a Grade 4. Greater Tzaneen municipality has 34 wards.
INTRODUCTION AND BACKGROUND CONT... Has 68 trained councillors. Has 34 functional ward committees. Powers and functions: Electricity supply, Internal Roads, Streets lights, Cemeteries, Refuse Removal, Storm water, and a has Water Service Provider (WSP) Qualified audit opinions for last five consecutive years.
INTRODUCTION AND BACKGROUND CONT... Multiple Winner the Provincial Cleanest/Greenest Town Award in 2005,2006,2008,2009 and 2011(Runners up in 2008, Nationally). Multiple Winner of the Vuna Ward: 2002 and 2003 Multiple Winner of the Blue Drop Status (Silver) 2010 and 2011 Winner of the Blue Drop Status (Gold) in 2012 Winner of the EPWP Kamoso Award in 2011
INTRODUCTION AND BACKGROUND CONT... Winner of the 2009 Goven Mbeki Housing Award (Tzaneen Ext 13) Winner of the Impumelolo Innovative Award 2007 Participants in Southern African Housing Association
COUNCIL STRUCTURE Council Executive committee Oversight committee Audit committee (shared) Administration Portfolio Committees
STAFF COMPLIMENT (STATISTICS) DepartmentNo of posts Total filled Total vacant % vacant Office of the mayor103770% Office of the municipal manager % Planning and Development % Budget and Treasury % Corporate Services % Engineering Services % Community Services % Electricity Services % Total %
GTM STASTISTICS CONT... High vacancy rate in Engineering, Electrical Services and Community Services is due plan to roll out the services to rural areas The municipality is presently putting in infrastructure Information is based on an organigram reviewed in Organigram is linked to the IDP
GTM STASTISTICS Staff Turn-over 2009/10 – 6.9% 2010/11 – 7.6% 2011/12 – 4.6% For 2011/12 29 terminations - 22 unavoidable (death, pension, early retirement, etc.) 7 resignations (partly avoidable ) Ratio: 76% lost due to natural attrition and 24% by resignations
GTM STASTISTICS CONT... Municipal managers and managers directly reporting to municipal manager Municipal Manager – Vacant and shortlisted Chief Financial Officer – Starting 01 August 2012 Director Electrical Services – Filled Director Engineering – Starting 01 August 2012 Director Planning and Development – Starting 01 September 2012 Director Community Services – Vacant and shortlisted Director Corporate Services – Vacant and interviewed
GTM STASTISTICS CONT... The position of the Municipal Manager became vacant in May 2012 Positions of the directors except for the director corporate services became vacant on 30 June 2012 due to expiry of their contracts Vacancies in Budget and Treasury are at the lowest clerical level. Position of CFO became vacant on 30 June 2012 and the new CFO is starting on 01 August Director for Electrical Services has been retained
STAFF RETENTION Greater Tzaneen Municipality Retention Strategy identified the following objectives: Need to attract and retain competent staff To retain key staff members whose services are regarded as critical or classified as scarce To ensure career development for staff To classify roles of managers/ line managers with regard to staff retention Creation of conducive and harmonious working environment for employees Reduce costs associated with staff loss and brain drain To position Greater Tzaneen Municipality as an employer of choice
WHY STAFF RETENTION IN GTM Increased provision of sustainable services Improved financial management to improve on audit outcomes Retain and improved consumer confidence Stability with regard to service delivery and human resources management Career development Re-engineering of the municipality
Human Resources Development Work skills development plan has been reviewed on 30 June 2012 All employees in Budget and Treasury Office are attending the CPMD and ELMD in terms of the competency level Intergovernmental Relations meetings are held quarterly where information sharing is done. Technical meeting for example District CFO forums are also held monthly Assistance from COGHSTA and SALGA with regard to policy reviews
CHALLENGES IN GTM Continue Limited promotional opportunities due to low labour turnover / cash flow constraints. (only promotions annually). - glass ceiling – move to greener pastures. High average age of artisans in skills pool make long term employment problematic. (Older than 56 years of age). On the engineering technician side – applicants young with correct qualifications, but no hands on experience. (in – House training time – consuming).
CHALLENGES IN GTM Continue High death rate (2011/12 = 34% of turn over) Impact of HIV/AIDS not known. Contract dispensation for senior management. Accelerated learner hip process.
CONCLUSION Level of service delivery directly linked to quality of staff attracted & retained. Valued / critical / sources skills in Local Government must be retained & developed. Strategies must be part in place to attract, develop & retain skills. Such strategies must from an integrated part of the overall Human Resources Strategy for the Local Government Sector. DESPITE THIS PROBLEMS, GREATER TZANEEN MUNICIPALITY CONTINUE TO ATTRACT PEOPLE WITH SKILLS AND CAPACITY AT SECTION 57 MANAGEMENT LEVEL