Greater Tzaneen Municipality CHALLENGES OF ATTRACTING, DEVELOPING AND RETAINING SKILLS

1. Greater Tzaneen MunicipalityCHALLENGES 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 375 588 with total number of 89 831 households. • It has an annual budget of R832 682 958 • 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)

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 2011. • 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 2012. • 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 + 8-9 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 YOUKE A LEBOGANA KHENSABAIE DANKIE