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Greater Tzaneen Municipality CHALLENGES OF ATTRACTING, DEVELOPING AND RETAINING SKILLS Presented by: Her Worship D.J. Mmetle THE HONOURABLE MAYOR OF GREATER.

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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:

1 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

2 TABLE OF CONTENTS  Introduction and Background  GTM Statistics  Retention Strategy  Challenges  Conclusion

3 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.

4 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.

5 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

6 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

7 COUNCIL STRUCTURE  Council  Executive committee  Oversight committee  Audit committee (shared)  Administration  Portfolio Committees

8 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 %

9 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

10 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

11 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

12 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

13 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

14 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

15 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

16 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).

17 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.

18 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

19 THANK YOU KE A LEBOGA NA KHENSA BAIE DANKIE


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