Transcript Document

Proposed High Level
Executive Structure for the
City of Johannesburg
City of Johannesburg
23 March 2006
1
Purpose of the session
To present the rationale for amendments to the City’s high level executive
structure – with a focus on:
 The context for redesign
 Principles of redesign
 The requirement for oversight and regulation of municipal entities
To provide recommendations regarding the City’s high level executive structure,
with a focus on the entire structure, and specifically:




The Office of the Executive Mayor
Newly formed functions
Regions
Alignment between sectoral priorities, functions and Mayoral
Portfolios
 High level delegations for the departments
 Timeframes for capacitating the new high level design
To reach some preliminary decisions regarding the high level design
2
Overview of the presentation
1
Context for the redesign
2
Principles of the redesign
3
Municipal entity oversight and regulation
4
Proposed high level executive structure design
5
Office of the Executive Mayor
6
High level design of newly formed departments
7
Alignment of sectoral priorities, functions and Mayoral Portfolios within
the new design
8
Capacitating the new high level design – timeframes
9
Summary of recommendations
3
1. Context for the redesign
South African
municipalities
entered their
third term of
democratic local
government with
the elections
held on 1 March
2006
Whilst it is widely
agreed that the
current
institutional
model works and
requires no
fundamental
change, a
dynamic
organisation
always requires
refinement.
Recommended
changes
represent high
level
improvements not fundamental
or detailed
restructuring
The new local
government term
of office provides
the opportunity to
examine the
efficacy of the
current model
and introduce
improvements
4
Revisions for a
new institutional
model were
discussed at a
Mayoral Lekgotla
that took place
from 31 August –
1 September
2005, and at the
follow-up session
on 31 January
2006
Recommendations
relating to the high
level design are
derived from work
carried out under
the mandate of the
Mayoral Committee
meeting held in
August 2005
2. Principles of the redesign
Create an integrated and efficient high-level institutional design
Strengthen the capacity of the municipality to provide services to citizens and residents
Bring about a seamless integration of the City’s business processes
Key
principles
that have
driven the
redesign
process
include
the need
to:
Ensure an improved financial and performance management regime
Support more effective decision-making mechanisms
Design the municipal oversight function to ensure tighter control over and greater synergy
between policy and implementation, whilst not undermining the duties and responsibilities
of the boards of companies
Ensure uniformity of level and responsibility of heads of all functions i.e. all heads of an
entire function should be at level of executive director
Merge the Office of the City Manager and the Office of the Executive Mayor
Ensure the City Manager remains the accounting officer in terms of legislation
Align with the call for Members of the Mayoral Committee to have delegations from the
Executive Mayor that oblige them to have closer oversight over departments within their
Portfolio
5
3(a). Municipal entity oversight and regulation
 The CoJ wholly owns those companies created in terms of the Companies Act
 An organisational design is needed that creates balance between the required space for the
companies and their Boards to carry out their fiduciary duties, whilst simultaneously ensuring that as
a strong shareholder, the City maintains firm control over the logic of policy and implementation
 The Contract Management Unit (CMU) and the Shareholder Unit (SHU) currently perform the
oversight and regulation role over municipal owned entities, where:
– The CMU focuses on regulation and compliance
– The SHU is primarily responsible for conducting financial and corporate governance oversight of
municipal entities
 It is proposed that the oversight function is decentralized to line departments and Regions in a
manner that ensures closer alignment and integration between line function departments, Regions
and entities
 Oversight of municipal entities should encompass two elements, viz. ‘overarching uniformity and
integration’ and ‘decentralised municipal entity oversight’
6
3(b). Municipal entity oversight and regulation
 Uniform norms and standards for governance
models and accountability; strategic and
business plans; and monitoring, reporting and
performance management
Office of the Executive Mayor
(Central Strategy Unit)
 Overarching integration in terms of overall
planning, monitoring and evaluation
Overarching uniformity and integration
 Service delivery coordination & integration
 Corporate governance
 Strategic and policy determination
 Service delivery compliance & monitoring role
 Regulation
 Licensing
 Finance
MMCs, Line Function Departments
& Regions
e.g. Environment Department
Decentralised municipal entity oversight
Municipal Entity
e.g. Jhb Zoo
Municipal Entity
e.g. City Parks
7
4(a). Overview of high level structure considerations
Timeframes for
roll-out
Ensuring
strategy and
function
related
alignment
Overall high
level design
Focus of the
redesign
Newly formed
functions
Regions
8
Office of the
Executive
Mayor
4(b). The current City of Joburg high level design
Council
Executive Mayor
Office of the City Manager
 Strategic Support
 Internal Audit
 Communications
Companies
 Contract Management
 Shareholder Unit
Central Departments
 Corporate Services
 Finance & Economic
Development
 Development Planning,
Transportation & Environment
 EMS
 MPD
9
Operations
 Arts, Culture & Heritage
 Housing
 Health
 Social Development
 IT
 Regions (x11)
4(c). The current City of Joburg high level design
Council
Executive Mayor
Utilities
Office of the
City ManagerAgencies
 Strategic Support Pikitup
 Internal Audit
 Communications Johannesburg
Water
 City Power
Companies
 Contract Management
 Shareholder Unit
 Johannesburg
Roads Agency
 Johannesburg Zoo
 City Parks
 Johannesburg
Property Company
 Johannesburg
Development
Agency
 Corporate Services
 Finance & Economic
Development
 Development Planning,
Transportation & Environment
 EMS
 MPD
 Metrobus
 Fresh Produce
Market
 Civic Theatre
Operations
Central Functions
10
Corporatised
Entities






 Metro Trading
Arts, Culture & Heritage
Company
Housing
Health
Social Development
IT
Regions (x11)
4(d). The current City of Joburg high level design
Council
Executive Mayor
Office of the City Manager
 Strategic
Support
Peoples
Centres
 Internal Audit
 Communications
Health
Companies
Social
Services
 Contract Management
 Shareholder Unit
Libraries
Housing
Central Functions
 Corporate Services
 Finance & Economic
Development
Sport
&

Development Planning,
Recreation
Transportation & Environment
 EMS
 MPD
11
Operations






Arts, Culture & Heritage
Housing
Health
Social Development
IT
Regions (x11)
4(e). Overall proposed high level design
Office of Executive Mayor
Executive Mayor
City Manager
Central Strategy
Unit
2010
Finance
Revenue
and
Economic
Customer
Dev
Relations
Mgmt
CommUnity
Dev
External
Relations
Unit
Dev
Planning
& Urban
Mgmt
Infrastructure
and
Services
Environment
Roodepoort
Civic Theatre
JFPM
MTC
JTC
Chief
Information
Officer
Joserve
Civic
Theatre
Communications
Housing
JMPD
Internal Audit
EMS
Trans
portation
Joburg
Water
JDA
Zoo
City
Power
JPC
City
Parks
Pikitup
12
Metrobus
JOSHCO
JRA
Legal,
Compliance &
Mayoral
Committee
Support
Health
Corporate
Support
and
Shared
Services
4(f). Overall proposed high level design
Office of Executive Mayor
Executive Mayor
City Manager
Central Strategy
Unit
2010
Finance
Revenue
and
Economic
Customer
Dev
Relations
Mgmt
Mayoral Portfolio:
Finance and
Economic
Development
CommUnity
Dev
Chief
Information
Officer
External
Relations
Unit
Dev
Planning
& Urban
Mgmt
Infrastructure
and
Services
Mayoral Portfolio:
Development
Planning
Mayoral Portfolio:
Human
Development
Environment
Mayoral Portfolio:
Infrastructure and
Services
Mayoral Portfolio:
Environment
Communications
Housing
EMS
Mayoral Portfolio:
Safety
Mayoral Portfolio:
Housing
13
JMPD
Internal Audit
Trans
portation
Legal,
Compliance &
Mayoral
Committee
Support
Health
Corporate
Support
and
Shared
Services
Mayoral Portfolio:
Health
Mayoral Portfolio:
Transportation
Mayoral Portfolio:
Corporate Services
and Administration
 Derives powers from
legislation and by delegation
from the Council (in terms of
Section 59 of the Municipal
Systems Act, 2000)
4(g). Overall proposed high level design
Office of Executive Mayor
Executive Mayor
City Manager
Central
Strategy
Unit
2010
Chief
Information
Officer
External
Relations
Unit
Communicati
ons
 It is proposed that all executive
powers and functions are
delegated to the Executive
Mayor, except those reserved
for Council decision in terms of
law, and those of a sensitive
Legal (e.g.
nature or of public interest
Compliance &
renaming of public places)
Internal Audit
Mayoral
Committee
Support
 It is proposed that powers and functions be delegated to the MMCs by the Executive Mayor (as
per Section 60 of the Municipal Structures Act, 1998), in such as way that:
Finance
– Revenue
Powers and functions delegated will relate to different Portfolios – with an MMC being
Dev
Infraand
CommTrans
assigned
to each Portfolio
Economic
Planning Environ- structure
Dev
Customer
Unity
& Urban
ment
and
Housing
JMPD
–Relations
MMCs are Dev
capacitated
to take executive
decisions
Mgmt
Services
EMS
portation
Health
Mgmt
Mayoral Portfolio:
Mayoral
Portfolio:
Financial
Finance
& &
Sustainability
Economic
Economic
Development
Development
Mayoral
Mayoral Portfolio:
Portfolio:
Development
Spatial Planning
Planning
Mayoral Portfolio:
Human
Development
Mayoral Portfolio:
Infrastructure and
Services
Mayoral Portfolio:
Environment
Mayoral Portfolio:
Safety
Mayoral Portfolio:
Housing
14
Corporate
Support
and
Shared
Services
Mayoral Portfolio:
Health
Mayoral Portfolio:
Transport
Transportation
Mayoral Portfolio:
Corporate Services
and Administration
4(h). Office of the Executive Mayor
In the current institutional arrangement, the Office of the Executive Mayor (OEM) and the Office the
City Manager (OCM) are completely separate (political and administrative) offices
The proposed OEM merges the current OCM and the OEM – to enhance the administrative and political
interface
This interface can provide the best basis for:
 Enhancing relationships between councillors and administrators
 Supporting reinvigoration of public accountability
 Providing a secure foundation for improvements in operational effectiveness
Under the new design:
 The City Manager serves as head of the Office of the Executive Mayor
 The following functions reside within Office of Executive Mayor
1
2
2010
3
Central
Strategy
Unit
4
Chief
Information
Officer
5
External
Relations
Unit
15
6
Communications
Internal
Audit
7
Legal,
Compliance &
Mayoral
Committee
Support
5(a). Proposed high level design of the Office of the
Executive Mayor (OEM)
Office of Executive Mayor
Executive Mayor
City Manager
1
2
2010
3
Central
Strategy
Unit
4
Chief
Information
Officer
5
External
Relations
Unit
OEM Units – Key Functions
 Ensure focus on all 2010 planning
and development requirements
 Elevate the requirements for the
2010 Soccer World Cup, to ensure
the City is able to meet its targets
16
Communications
6
7
Internal Audit
Legal,
Compliance &
Mayoral
Committee
Support
5(b). Proposed high level design of the Office of the
Executive Mayor (OEM)
Office of Executive Mayor
Executive Mayor
City Manager
1
2
2010
Central Strategy
Unit
3
4
Chief
Information
Officer
5
External
Relations
Unit
OEM Units – Key Functions
 Strategy and policy
 Strategic research
 Integrated Development Planning
 Performance management and reporting
 High level co-ordination of Municipal
Entity oversight
17
Communications
6
7
Internal Audit
Legal,
Compliance &
Mayoral
Committee
Support
5(c). Proposed high level design of the Office of the
Executive Mayor (OEM)
Office of Executive Mayor
Executive Mayor
City Manager
1
2
2010
3
Central
Strategy
Unit
4
Chief
Information
Officer
5
External
Relations
Unit
Communications
OEM Units – Key Functions
 Bridge the business-technology gap
 Ensure key focus on City information management
– and centralised delegation of the CIO responsibility
 Recognize and bring IT benefits to solve
business issues, whilst managing costs and risks
 Manage innovation and knowledge (JIKE)
 Manage IT contract
18
6
7
Internal Audit
Legal,
Compliance &
Mayoral
Committee
Support
5(d). Proposed high level design of the Office of the
Executive Mayor (OEM)
Office of Executive Mayor
Executive Mayor
City Manager
1
2
2010
3
Central
Strategy
Unit
4
Chief
Information
Officer
5
External
Relations
Unit
OEM Units – Key Functions
 International Relations
(Bi-laterals and Multi-laterals)
 Intergovernmental Relations
(IGR)
 Protocol
19
Communications
6
7
Internal Audit
Legal,
Compliance &
Mayoral
Committee
Support
5(e). Proposed high level design of the Office of the
Executive Mayor (OEM)
Office of Executive Mayor
Executive Mayor
City Manager
1
2
3
Central
Strategy
Unit
2010
4
Chief
Information
Officer
5
External
Relations
Unit
OEM Units – Key Functions





Proactive public relations
Strategic City publications
Stakeholder management
Media liaison
Spokesperson of the Executive Mayor and City
as a whole
 Marketing
 Corporate identity and branding
 Events
20
Communications
6
7
Internal Audit
Legal,
Compliance &
Mayoral
Committee
Support
5(f). Proposed high level design of the Office of the
Executive Mayor (OEM)
Office of Executive Mayor
Executive Mayor
City Manager
1
2
2010
3
Central
Strategy
Unit
4
Chief
Information
Officer
5
External
Relations
Unit
OEM Units – Key Functions
 Enterprise-wide Internal Audit
 Forensic Audit
21
Communications
6
Internal Audit
7
Legal,
Compliance &
Mayoral
Committee
Support
5(g). Proposed high level design of the Office of the
Executive Mayor (OEM)
Office of Executive Mayor
Executive Mayor
City Manager
1
2
2010
3
Central
Strategy
Unit
4
Chief
Information
Officer
5
External
Relations
Unit
Communications
6
7
Internal Audit
OEM Units – Key Functions
 Provision of legal advice to all of Council, including the Mayoral Committee
 Monitor compliance
 Compile the legislative compliance register
 Monitor implementation of decisions
 Render secretarial support to Mayoral Committee
 Manage litigation issues across the whole of Council
22
Legal,
Compliance &
Mayoral
Committee
Support
6(a). Overall high level design: Departmental details
Office of Executive Mayor
Executive Mayor
City Manager
Central Strategy
Unit
2010
Finance
Revenue
and
Economic
Customer
Dev
Relations
Mgmt
CommUnity
Dev
Dev
Planning
& Urban
Mgmt
External
Relations
Unit
Environment
Roodepoort
Civic Theatre
JFPM
MTC
JTC
Chief
Information
Officer
Joserve
Civic
Theatre
Infrastructure
and
Services
Communications
Housing
JMPD
Internal Audit
EMS
Trans
portation
Joburg
Water
JDA
Zoo
City
Power
JPC
City
Parks
Pikitup
23
Metrobus
JOSHCO
JRA
Legal,
Compliance &
Mayoral
Committee
Support
Health
Corporate
Support
and
Shared
Services
6(b). Finance – Design Considerations
The following will remain within the Finance Department:
The Budget
Office
Rates and
Taxes
Expenditure
and
Accounting
Supply Chain
Management
Treasury
Revenue Management is to merge with Customer Relations, under the new Revenue
and Customer Relations Management Department.
The Economic Development Unit is to become a stand-alone Department
Valuations is to be incorporated under the Finance Department.
24
6(c). Finance – Proposed structure
ED Finance
Budget Office
Supply Chain
Management
Rates and
Taxes
Valuations
25
Treasury
Expenditure
and
Accounting
6(d). Economic Development – Design considerations
This unit will be removed from Finance, to form a stand alone Department
Economic Development contains the following functions:
Economic
Analysis and
Research
Spatial Economic
Development
Business
Development
Skills
Development
Sector Support
This Department has oversight and regulation responsibilities for:
Metro Trading Company
(MTC)
The Johannesburg
Tourism Company
(JTC)
26
The Johannesburg Fresh
Produce Market
(JFPM)
6(e). Economic Development – Proposed structure
ED Economic
Development
Economic
Analysis and
Research
Business
Development
MTC
Spatial
Economic
Development
Sector
Support
JTC
27
Skills
Development
JFPM
Management,
Regulatory
and Support
Services
6(f). Revenue and Customer Relations Management –
Design considerations
This Department will be responsible for:
 Providing a single point of accountability for CRM
 Setting norms and standards of quality for all CRM issues citywide
 Providing a single customer database and centralised reporting
 Management of physical channels:
– People Centres
– Paypoints
 Management of electronic channels:
– Joburg Connect
 Management of the Joserve concept
 Management of Programme Phakama
 Ensuring citywide revenue management:
– Credit Control
– Statements
28
6(g). Revenue and Customer Relations Management –
Proposed structure
ED
Revenue and Customer
Relations Management
Customer Relations
Management
Revenue Management
Physical Channels
Credit Control
(People Centres; Paypoints)
Electronic Channels
Support Services
(Joburg Connect)
Joserve
29
6(h). Community Development – Design considerations
This Department is responsible for the following functions:
 Arts, Culture and Heritage Services
 Community services, including:
– Sports and Recreation
– Libraries
 Human Development Coordination, including:
– Social Services
– Human Development Support
 Policy Development and Support Services
This Department has oversight and regulation responsibilities for:
Johannesburg Civic Theatre
Roodepoort Civic Theatre
30
6(I). Community Development – Proposed structure
ED Community
Development
Policy
Development
and Support
Services
Arts, Culture
and Heritage
Services
Community
Services
All functions, barring Policy
Development and Support
Services, will be located
regionally while being
managed centrally
Human
Development
Strategy
Coordination
Sports and
Recreation
Social
Services
Libraries
Human
Development
Strategy
Roodepoort
Civic Theatre
Joburg Civic
Theatre
31
Management,
Regulatory and
Support
Services
6(j). Development Planning and Urban Management –
Design considerations
The Development Planning Department has three primary streams of work:
Development Planning (Spatial Planning)
To remain in its current form
Land Management and Information
To include: Development Management and GIS
Urban management
Focused on area based management: Inner City, Alexandra, SOWETO, other CBDs
To include the 7 Regions
Units moving out of the existing DPT&E Function:
Environment (established as a new department)
Transportation (established as a new department)
This Department has oversight and regulation responsibilities for:
Joburg Property Company
Johannesburg Development Agency (JDA)
32
6(k). Development Planning and Urban Management –
Proposed structure
ED Development Planning &
Urban Management
Development
Planning
Land
Management and
Information
Management,
Regulatory and
Support Services
Urban
Management
(Focus: Inner City,
Alex, Soweto,
CBDs)
Development
Management
Geographic
Information
Systems
Joburg
Property
Company
JDA
33
Regions
(Headed by
Regional
Director) x 7
6(l). Development Planning and Urban Management –
Proposed structure of Regions
Focus of the
EDregions:
Development Planning & Urban
 Provision of localised citizen & customerManagement
contact points
 Current regions reflect an administrative decentralisation for
‘human development’ type functions – as opposed to the
developmental nature of local government
Urban
Development
Land
 Boundaries
finalised in 2000
– Information
based on the criteria:Management
ward,
Planning
Management
(Focus: Inner City, Alex,
geographic
area, population,
diversity
Soweto, CBDs)
 Currently partial implementation of the contractor / client split;
hybrid of policy and implementation by the core administration
Development
Challenges emerging in respect
of the current regions:
Management
 Not subject to direct political oversight
Geographic
 Overall responsibility for certain
areas has remained unclear
Information Systems
 Relatively poorly defined oversight and monitoring role at a
horizontal level between regions and UACs
 Current boundaries lead to fragmentation; duplication of
management functions; decreased responsiveness to
Joburg
development perspectives and demographic,
spatial,
JDA
Property
economic shifts
Company
34
Regions
(headed by Regional
Director) x 7
6(m). Proposal on Regions (cont.)
RequirementsED
forDevelopment
success: Planning & Urban
 A reduction in the overall number of Management
regions (thereby
creating economies of scale and improved horizontal
coordination – CDFs & UACs)

Urban
Development
Land Information
Management
UsingPlanning
the following as principles
to ensure(Focus:
a reduction
Management
Inner City, Alex,
Soweto, CBDs)
in the number of regions: ward, township,
characteristics/ typology
Development
Management
 Ensuring enhanced lines of accountability at the level
of:
Geographic
Information Systems
– MMC
– ED for Development Planning and Urban
JDA
Management
35
Joburg
Property
Company
Regions
(headed by Regional
Director) x 7
6(n). Proposal on Regions (cont.) – New role and
mandate of Regions
Vertical Alignment
ED Development Planning & Urban
Management
 Proposed movement away from the ‘human
development’ type
functions (e.g. Health; Social Development)
 Proposed move away from the client-contractor split in
responsibility (I.e. Where central departments drive policy
Urban
development
and
implementation,
while
Regions
implement)
Development
Land Information
Management
Planning
 Proposal:
Management
(Focus: Inner City, Alex,
Soweto, CBDs)
– Maintain grassroots Regional presence
– Centralise services, with Regional Managers for Health,
Development
Housing, Social Development
reporting to relevant ED at
Management
core
Horizontal Alignment
Geographic
 Proposal:
Information Systems
– Place emphasis on ‘developmental nature’ of the
Regions, where the Regional Manager may play a
strategic coordination role in relation to hard/ basic local
Joburg
government services.
JDA
– Regions become the eyes and ears of Council
36
Property
Company
Regions
(headed by Regional
Director) x 7
6(o). Proposal on Regions (cont.)
Regional Director structure
and functions
ED Development
Planning & Urban
Management
MMC: Development Planning and
Urban Management
Urban
Management
(Focus: Inner City, Alex,
Soweto, CBDs)
ED: Development Planning and
Development
Land
Information
Urban
Management
Planning
Management
Regional Director
Development
Management
Main functions:
 Urban Management
 Service Delivery
Coordination
 Development Planning
 Maintain safe and quality
urban environment
Geographic
 Ensure monitoring of MEs
Information
Systems
(e.g.
grass cutting, electricity,
water and sanitation, roads)
 Ensure urban management
 Design and run special
strategic interventions (e.g.
Soweto Development)
Joburg
JDA
Property
Company
37
Regions
(headed by Regional
Director) x 7
6(p). Current Regions
Joburg Administrative
RegionsPlanning & Urban
ED Development
Management
Development
Planning
Urban
Management
(Focus: Inner City, Alex,
Soweto, CBDs)
Land Information
Management
Development
Management
Geographic
Information Systems
Joburg
Property
Company
JDA
38
Regions
(headed by Regional
Director) x 7
6(q). Proposed Regions
New
Region
Current
Regions
A
1&2
Current regions combined into one
B
3&4
Whole of current region 4
Include wards 90, 102, 104
Development
C Planning
5
D
6&10
ED Development
CommentsPlanning & Urban
Management
Urban
Land Information
Management
(Focus:
RemainsManagement
as is, including ward
84 Inner City, Alex,
Soweto, CBDs)
Strictly Soweto only
Remove Lenasia
(ward 10); Eldorado Park
Development
(wards 17, Management
18); Braamfischerville
Include wards 24, 44, 49, 53
Geographic
E
7
F
8&9
Include part
of current
region 3:
Information
Systems
Include whole of wards 73, 74, 91, 103,
106
Including whole of wards 23, 54, 57, 65, 66
Joburg
G
11
Current region JDA
11 plus Lenasia (ward
10),
Property
Company
Eldorado Park (wards 17, 18) & Protea
39
Regions
(headed by Regional
Director) x 7
6(r). Proposed Regions
Proposed Regional
BoundariesPlanning & Urban
ED Development
Management
A
Development
Planning
Urban
Management
(Focus: Inner City, Alex,
Soweto, CBDs)
Land Information
Management
D
B
C
E
Development
Management
F
Geographic
Information Systems
G
Joburg
Property
Company
JDA
40
Regions
(headed by Regional
Director) x 7
6(s). Environment – Design considerations
This Department is responsible for the following functions:
 Environmental Policy and Strategy
 Air Quality Control
 Conservation and Open Spaces
 Management of Regulatory Services
This Department has oversight and regulation responsibilities for:
City Parks
Johannesburg Zoo
41
6(t). Environment – Proposed structure
ED
Environment
Environmental
Policy & Strategy
Management,
Regulatory and
Support Services
Conservation and
Open Spaces
City
Parks
Johannesburg
Zoo
42
Air Quality
Control
6(u). Infrastructure and Services – Design
considerations
Key functions for inclusion within this Department include:
Water Management and Planning
Energy Management and Planning
Waste Management
Management, Regulatory and Support Services
Bulk Infrastructure Development and Coordination
43
6(v). Infrastructure and Services – Design
considerations (Cont.)
Key considerations in terms of some of these areas are as follows:
Water:
 The 1997 Water Services Act required every municipality to distinguish between a Water Services Authority (WSA)
function (policy, planning, ensuring access to services, oversight of provision, reporting to national and provincial
government etc) and a Water Services Provider (WSP) function (service delivery).
 The City is the WSA; Joburg Water (JW) is the WSP.
 However, when JW was established in 2001, nearly all of the City’s water sector competencies were transferred to
the new utility.
 There is an identified need for more research, regulation, and oversight capacity in the core
Energy:
 The establishment of JORED 4, to replace City Power, requires the City to have a sophisticated policy, planning and
design capacity over the next 5 years
 Due to the complexity of the sector and the number of stakeholders involved, the oversight function would have to
be done on a daily basis to ensure that there is a focus on:
– Electricity tariffs and the implications of this on the customers
– The process of ring-fencing
– Liaison with Eskom in terms of shareholding
– Liaison with the National Electricity Regulator in terms of the new regulatory requirements
– The re-examination of the by-laws in the context of JORED
Waste Management:
 As with services relating to electricity and water, the City has a duty to ensure sound oversight of waste
management and planning functions.
 The need has been identified for the development of waste management and planning capacity within a core City
Department – i.e. within Infrastructure and Services
This Department has oversight and regulation responsibilities for:
City Power (JORED)
Joburg Water
44
Pikitup
6(w). Infrastructure and Services – Proposed structure
ED
Infrastructure
and Services
Water
Energy
City Power
(JORED)
Waste
Management
Joburg
Water
45
Bulk
Infrastructure
Development
and
Coordination
Pikitup
Management,
Regulatory and
Support
Services
6(x). Housing – Design considerations
Policy and
Research
Project
Development
Contracts
Capex
The Housing
Department
comprises of
the following
functions
Opex, Debtors,
Sales and
Transfers
Management,
Regulatory and
Support
Services
Funding and
Service Level
Agreements
Regional
Coordination
This Department has oversight and regulation responsibilities for:
Johannesburg Social Housing Company (JOSHCO)
46
6(y). Housing – Proposed structure
ED Housing
Programme
Implementation &
Monitoring
Finance
(includes opex,
debtors, sales &
transfers, capex &
contracts)
Strategic Support
(includes policy &
research,
SLA and regional
coordination)
Management,
Regulatory and
Support Services
JOSHCO
The Housing Department will be structured to include a regional
presence, while the function will be managed at a central level
47
6(z). JMPD – Design considerations
Key considerations in terms of some of these areas are as follows:
 The proposed structure offers JMPD an opportunity to focus on its core business, to
ensure greater customer orientation
 The proposal seeks to eliminate duplication of work and poor accountability – factors
emerging historically as a result of the varied location and ownership of the different
processes in the law enforcement value chain
 The structure incorporates the following functions:
 Operations
 Licensing and Testing
 Processing and Prosecutions
 Municipal Courts
 By-Law Enforcement Unit
 JMPD Support services, including:
– JMPD Academy
– Other support functions
48
6(aa). JMPD – Proposed structure
Chief of Police: JMPD
Operations
By-Law Enforcement
Unit
49
Support Services
6(bb). EMS – Design considerations
The EMS Department is currently responsible for the following functions:
Operations North
 Fire
Proactive services and
disaster management
 Medical
 Rescue
Operations South
 Fire
Academy
 Medical
 Rescue
50
6(cc). EMS – Proposed structure
ED EMS
Strategic
Support
Disaster
Management
Operations
North
Operations
South
51
Fire Safety
Corporate
Support
Services
6(dd). Transportation – Design considerations
The Transportation Department includes the following functions:
Transport Planning and Innovation
Includes business transport and commuter transport
Transport Infrastructure and System Management
Includes capital projects and system management
Transport Technology and Information
Includes technology and modelling and information systems
Public Transport Operations
Includes public transport contracts and public transport operations
This Department has oversight and regulation responsibilities for:
Johannesburg Roads Agency (JRA)
Metrobus
52
6(ee). Transportation – Proposed structure
ED Transportation
Transport
Planning and
Innovation
(includes
business &
Commuter
transport)
Transport
Technology and
Information
Transport
Infrastructure
and System
Management
(capital projects
& systems
management)
JRA
Management,
Regulatory and
Support
Services
Metrobus
53
Public Transport
Operations
6(ff). Health – Design considerations
This Department will ensure responsibility for:
Primary Health Care (addressing Clinic Support, Professional
Development and Health, and Pharmaceutical Services)
Public Health (addressing Non-Communicable Diseases,
Communicable Diseases, and Health Information Services)
HIV/ Aids (addressing Social Mobilisation, Care and Prevention and
HIV and Aids in the Workplace)
Environmental Health (addressing Environmental District Services,
Auxiliary Services and Special Services)
54
6(gg). Health – Proposed structure
ED Health
Primary
Healthcare
Public Health
HIV / Aids
55
Environmental
Health
Strategic
Support
Advisor
(HR, Finance,
Admin)
6(hh). Corporate Support and Shared Services – Design
considerations
FMMU
OHASA
This
department
will include
the
following
functions:
Fleet and
Contract
Management
Human
Resource
Shared
Services
Administration
56
6(ii). Corporate & Shared Services – Proposed structure
ED
Corporate Support &
Shared Services
Human
Resources
Shared
Services
Administration
FMMU
57
OHASA
Fleet &
Contract
Management
7. Linking the proposed high level structure to sectoral
priorities and Mayoral Portfolios
No
1
Sectoral Priority
Financial Sustainability and
Economic Development
Department/s
1
Finance
2
Economic Development
3
Revenue and Customer
Relations Management
Mayoral Portfolios
 Finance and Economic
Department
2
Human Development
4
Community Development
Community Development
3
Infrastructure and Services
5
Infrastructure and Services
 Infrastructure and Services
4
Spatial Planning
6
Development Planning and
Urban Management
 Development Planning
5
Housing
7
Housing
 Housing
6
Health
8
Health
 Health
7
Environment
9
Environment
 Environment
8
Transportation
10
Transportation
 Transportation
9
Safety
11
JMPD
12
EMS
13
Corporate Support & Shared
Services
10
Governance and
Administration
 Safety
58
 Corporate Services and
Administration
8(a). Capacitating new high-level design – timeframes
No.
Date
Activity
1
14 April 05
Briefing to the Mayoral Committee
Executive Mayor
2
30 April 05
Complete Communication Strategy
City Manager
3
Aug 05
Present succession planning and induction management plan
to Mayoral Committee
City Manager
4
Sept 05
Senior management briefing
City Manager
5
Nov/ Dec 05
One-on-one meetings with senior managers
Re-expire of employment FTC
City Manager
6
End Jan /
Feb 06
Present organisational review proposals and new structure
design to Mayoral Committee and Council
City Manager
7
01 Feb 06
Appoint recruitment agency
Executive Mayor /
City Manager
8
17 Feb –
07 March 06
Advertise for City Manager
Recruitment agency
59
Responsibility
8(b). Capacitating new high-level design – timeframes
No.
Date
9
01 March 06
Elections
IEC
10
04 March 06
Election Results
IEC
11
16 March 06
First Council Meeting
12
22 March 06
Interviews for City Manager
“New Mayor”, Panel,
recruitment agency
13
23 March 06
Approval of high level design
Mayoral Committee
23/28 March 06 Approval of appointment of new City Manager
Mayoral Committee
14
15
03 April 06
Activity
Responsibility
City Manager’s
Office
Council approval of City Manager’s appointment
Council approval of high level design
60
Council
8(c). Capacitating new high-level design – timeframes
No.
Date
Activity
16
01 May 06
Commencement of duty of new City Manager
17
31 March –
13 April 06
Advertise for new level 2 positions
Responsibility
Incumbent
Recruitment agency
18
20 – 25 April 06 Interviews for new level 2 positions
Mayoral Committee
and recruitment
agency
19
By 28 April (for
offers to be
Appointment of level 2 managers
made by end
April)
Mayoral Committee
20
June 06
21
May – June 06
Commencement of duty
By new incumbent
Finalise appointment contracts for new City Manager and
other senior posts
City Manager /
Mayoral Committee
61
9. Recommendations
 That the high level organisational structure as proposed in the
body of the report (up to and including proposals for levels 2)
be approved.
 That the City Manager be authorised to commence a process
to finalise the organisational structure in consultation with the
MMC’s and ED’s.
 That the City Manager be authorised to consult with labour and
affected staff in finalising the structure.
 That the alignment between Mayoral Portfolios and
departments be confirmed as appropriate.
 That the timeframes for establishment of the new high level
design, as proposed, be confirmed.
 That the conditions of delegation and the delegation of
executive powers and functions to the Executive Mayor be
approved, as set out in Annexure A.
62
9. Recommendations (cont.)
 That the conditions of delegation and the delegation of
executive powers and functions by the Executive Mayor to
MMCs be approved, as set out in Annexure B.
 That the business planning process and budget process for
2006/2007 be aligned to the high level organisational
structure as referred to in paragraph 1 above.
63
Finalisation of Organisational Structures
• The lead officials and the MMC to host workshops
with departments
• The workshops need to involve all staff members
• The inputs to include design principles Business
Plans and structures
• Where there are likely movements in reporting lines
and physical location, issues of migration and
transfers need to be concluded at these workshops
• This process needs to be concluded by 15 June 2006
64
Finalisation of the IDP and GDS Process
March
April
May
GDS Buildup
Ward Consultation
Sector Workshops
Mayoral
Lekgotla
June
GDS SUMMIT
Outreach
Feedback
approved GDS
and IDP
Table IDP and
Budget
Present IDP and
Budget to Section
79 Committees and
MC
BUDGET DAY
Budget Panel
PMS Panel
Draft
Business
Plans
65
Finalise
Business
Plans
Approve BPs
and SDBIP
WAY FORWARD ON GDS, IDP AND BUSINESS PLANNING
Workstream
Activity
Target
IDP
Table IDP and Budget at Council
3 April 2006
IDP AND GDS
Outreach
Commenting period on IDP and Budget (Council and
public)
4 April to 12 May
2006
Outreach
GDS Summit Buildup (Ward and Sectoral
Consultation) – departments to participate in sector
discussions
4 April – 12 May
2006
Budget
Departments to present 5 year IDP programmes and
one year plan with budget to budget panel
10-14 April 2006
Sector Plan
Finalise Sector plan after Panel
18 April 2006
Business
Planning
Draft proposed departmental scorecard as a
component of business plan
14 April 2006
PMS
PMS Panel to assess departmental Scorecards
17-19 April or in
May 2006
IDP, GDS and
Budget
Tabling and approval of IDP, GDS and Budget to
Section 79 committees and MC / Council
May 2006
Outreach
GDS Summit
12 May 2006
Budget Day
Approval of IDP, GDS and Budget
24 -25 May 2006
Business
Planning
Tabling of business plans and SDBIP to Section 79s,
MC and Council for approval
June 2006
66
Transition Management Plan
No.
Date
Activity
Responsibility
1
04 April 2006
Briefing of Senior Management (Levels 1 to 3)
on the High Level Design
City Manager
2
07 April 2006
Brief SAMWU and IMATU
City Manager
3
10 to 14 April 2006
Consultation workshops: To include all staff in
affected departments
Lead Managers
4
10 to 14 April 2006
Presentations by business units to budget panel
in line with Mayoral Lekgotla
5
18 to 21 April 2006
Council workshops:
•To consider proposals on the running of council
•Determine new council portfolios
Speaker and Chief Whip
6
20 April 2006
Approve role profiles and grading of all second
reporting level managers
Mayoral Committee
67
Transition Management Plan (cont.)
No.
Date
Activity
Responsibility
7
22 to 24 May 2006
Interview and confirm best fit Candidates
City Manager and
MMC’s
8
22 May to 06 June
2006
Place adverts for the remaining positions
City Manager
9
08 to 09 June 2006
Hold parallel interviews
MMCs
10
15 June 2006
Approve appointments
Mayoral Committee
11
22 June 2006
Approve council programme and new
committees of council
Council
68
Questions
69