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 Department Municipal Manager

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7/3/2015 10:43 AM

 Dr Pixley Ka Isaka Seme Local Municipality

About the Office of the Municipal Manager
The Office of the Municipal Manager boasts the following sections:
  1. Office of the Municipal Manager
  2. Office of the Executive Mayor
  3. Communications Section
  4. Office of the Speaker
  5. Section: LED
  6. Section: Internal Audit
  7. Section: IDP
  8. Secretaries
1. Office of the Municipal Manager
The Office of the Municipal Manager (MM) has five senior functionaries over and above the section 57 managers accounting to that office.  These are Manager: Communications, Manager in the Office of the Municipal Manager, Manager in the Office of the Speaker, Manager in the Office of the Executive Mayor, Manager LED, Manager IDP and Manager Internal Audit.
The Manager in the Office of the MM mainly performs administrative duties for the Municipal Manager.  She acts as Secretary in numerous meetings and is responsible for the incoming correspondence in the Office of the Municipal Manager.  One of the main responsibilities of the Manager in this office is the Performance Management system which entails monitoring departments performance to ensure that things are going as they should.  Actual performances are compared with the previously set goals.
This section is also responsible for the management of all programmes in the Office of the MM, which includes Public Participation during the IDP and Budget Processes.
The Manager in the Office of the MM plays an important role in the compilation and finalisation of the Municipality’s Annual Report and Service Delivery and Budget Implementation Plan.  In order for the municipality to comply to relevant legislations, the Manager in the office of the Municipal Manager serves as a link with the relevant government departments.  The Office of the Municipal Manager serves as the entrance to the municipality in terms of the administrative processes and thus has to portray the values, the vision and mission of the organization through organisational behaviour, customer relations and the professionalism.  After-all, the department seems to be a very crucial and the heart of the municipality, yet, after all work done, there is satisfaction on service delivery to the communities.  The mandate of the ruling party and the Outcome 9 and the IDP for the municipality serve as cornerstone for satisfaction.
2. Office of the Executive Mayor
The Manager in the Office of the Executive Mayor is charged with providing the strategic management support for the Office of the Executive Mayor as well as the supervisory support function for the Secretary in the Office of the Executive Mayor, Youth Officer as well as the Mayor’s Chauffeur (Driver).
However Special Programmes (HIV/AIDS, gender, disability, children and elders), actually all transversal issues are the prime exercises being performed by the Manager in the Office of the Executive Mayor.  The co-ordination of the Presidential hotline issues also forms part of her responsibility.
3. Communications Section
The Communications section has a key role to play in improving service delivery, both in communicating with members of the community who receive services, as well as in communicating with those who deliver these services-municipal employees.
Therefore the aim of this section is to provide the municipality with a comprehensive communication and marketing system to facilitate the participation of all officials and members of the community in good governance, economic development and community building through sound communication interventions, stakeholder engagement and marketing strategies.
Effective communication plays a key role in the renewed drive around the Batho Pele campaign to address perceptions of bureaucratic inertia and a perceived lack of responsiveness by the public service, in essence placing emphasis on the content of municipal programmes and how they can be accessed.  In order to achieve this, the aim must be to complement municipal communication with a campaign of internal communication in order to inform and mobilise employees to fully play their part as champions of good governance and service delivery.
The overarching objective of the Communication Section is to enhance and promote the role of the municipality and its operations in its area of jurisdiction in ways that contribute to the process of deepening democracy and taking the municipality onto a higher growth and development path.  Through an integrated approach, the Communication Section will amplify stakeholder engagement in setting the strategic priorities of the Integrated Development Plan (IDP).  The Communications Section is the Ambassador of the Presidential Hotline within the municipality.
4. Office of the Council Speaker
The Speaker’s Office is the custodian of Public Participation. Public participation should be approached and executed in a manner that is not cosmetic, but rather premised on the notion that the people themselves are best qualified to express their needs and subsequently oversee the addressing thereof, utilizing the rates and taxes they are obliged to pay. This really means that the Office of the Speaker is very important to all programmes of the municipality.  Stakeholder management is at the centre of the effective municipality and that is done through the Speaker’s Office. One of the Key stakeholders is the Ward Committees who a legislative structure. They are managed through the Speaker’s Office. Up to now the Ward Committees have been established in all wards although there are still challenges with Ward 6.
The Ward Committees have already receive some training on core municipal processes, which is an accredited course conducted through the LG Seta. The focus has been on the four members of each ward committee including the secretaries. The secretaries have also been works hoped on the key functions of secretaries.   There is still more training earmarked for ward committees and that will be given in collaboration with COGTA, LG Seta and Speaker’s Office.
Other functions of the Speaker’s Office is to ensure the functionality of all Council committees (sect 79) including the MPAC. The functionality of section 79 committees will help enhance the effectiveness of Council and improve its efficiency. This is done by ensuring that the section 79 committees have a schedule of meetings that they follow and they do sit and have terms of reference. This committees report to Council directly through the Office of the Speaker. The Office is also responsible for oversight in the completion of Council resolutions.
Capacity building programmes for Councillors is also the responsibility of the Speaker’s Office. Above the induction training given by SALGA the Speaker’s Office is also pioneering other training for Councillors to fill in the gaps that might exist in improving the capacity of all elected representatives.
5. Section: Local Economic Development (LED)
Local Economic Development (LED) is based on the central idea that local mobilisation of local actors and resources will build a convergence of interests around the competitive advantages of localities and build the capacity for the economic actors to take up economic opportunities. LED should ideally be pursued through market-oriented strategies that emphasise enterprise development, investment promotion and small business development.
The main function of the Local Economic Development within the municipality, is the promotion of the development of the local economy in partnership with internal and external stakeholders.
This section is responsible for the following functions:
- Tourism promotion and development;
- Marketing and investment promotion;
- Business support and skills development;
- Economic policy and research;
- Entrepreneurs development;
- Entrepreneurs registration;
- Attraction of new investors to the municipal area;
- Development and implementation of Investment attraction strategy;
- Support and mentorship to all upcoming entrepreneurs in Eco-tourism, Agro-processing and other sectors.
6. Section:  Internal Audit  
Internal Auditing is an independent objective assurance designed to add value and improve municipality’s operations.  It helps the municipality to accomplish its objective by bringing systematic, disciplined approach to evaluate and improve the effectiveness of risk management, controls and governance processes.
The audit system comprising of an Independent Audit Committee and an in-house Internal Audit section, is responsible for monitoring and evaluating the quality of internal control systems and performance management practices in our municipality.  The Audit Committee reports on a regular basis to Council.
7. Section: Integrated Development Plan (IDP)
The Integrated Development Plan (IDP) is an approach to planning that involves the municipality and its citizens in finding the best solutions to achieve good long-term development.
The Integrated Development Plan (IDP) section is primarily responsible for driving the IDP process, which in essence entails the strategic planning for the municipality’s development agenda in accordance with its powers and functions.  For the implementation of the IDP, the municipality has facilitated the development, monitoring and reporting of a Service Delivery Budget and Implementation Plan (SDBIP). Another important function of the IDP process involves the consultation and communication process with the community, sectors and other stakeholders.  Each ward is consulted on their needs.
8. Secretaries
The Secretarial position is one of the most strategic support position for the Executive Mayor, Council Speaker and the Municipal Manager respectively.  In the Municipal environment the Secretary provides direct support to management.  Tasks include regular office support, administrative duties.  All correspondences directed to the Executive Mayor, the Council Speaker as well as the Municipal Manager’s office go via the Secretaries before reaching the Municipal Heads they are working with.  In a nutshell they are catalyst towards bridging the gap between the municipal stakeholders and the Municipal heads.

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