How HR Features In The IDP Process

1. How HR Features In The IDP Process Provincial Public Sector HR Convention: 5 October 2009 Inkosi Albert Luthuli: ICC –Durban Thulani Bhengu

2. CONTENTS

3. A SINGLE, INCLUSIVE AND STRATEGIC PLAN FOR THE DEVELOPMENT OF THE MUNICIPALITY TO GIVE DIRECTION TO ALL DEVELOPMENT INITIATIVES IDENTIFIES DEVELOPMENT AND SERVICE DELIVERY PRIORITIES SUPPORTS OPTIMAL ALLOCATION OF SCARCE RESOURCES FORMS BASIS FOR NATIONAL, PROVINCIAL AND MUNICIPAL PROJECT BUDGETING WHAT IS AN IDP?

4. INTEGRATED/COORDINATED DEVELOPMENT

5. CONVENTIONAL IDP PROCESS

6. The Institutional Framework which must include an organogram required for Implementation of the IDP; Addressing the Municipality’s institutional Transformation needs Any investment initiatives in the Municipal area Any development initiatives in the municipality (infrastructure, social, institutional, and economic) All known projects, plans and programs to be implemented within the Municipality by any organ of state Key Performance Indicators set by the Municipality A Municipality’s IDP must at least identify

7. IDP CORE-COMPONENTS: In Terms of Section 26 - MSA 32 of 2000

8. A GOOD/CREDIBLE IDP VISION, STRATEGIC OBJECTIVES AND SPATIAL FRAMEWORK WELFARE WATER & SANITATION ROADS CULTURAL HEALTH EDUCATION ENVIRONMENT HOUSING LEGAL & POLICY FRAMEWORK INSTITUTIONAL FRAMEWORK AGRICULTURE HUMAN RESOURCES LOCAL ECONOMIC DEVELOPMENT PUBLIC WORKS INTEGRATED RURAL DEVELOPMENT URBAN RENEWAL STRATEGY LAND REFORM SPATIAL PLANNING & LAND USE MANAGEMENT BUDGET & OTHER RESOURCES

9. TOP 11 CREDIBLE IDP’S OF KZN

10. CRITICAL 5 IDP’S OF KZN

12. HOW HR MATTERS FEATURE IN IDPS? Strategic Planning Benchmark: Municipal Capability to Develop, Review and Adopt an IDP 2. Service Delivery Benchmark: Municipal Capability to Implement an IDP 2 Benchmarks

13. Consists of the following 8 variables 09/10 IDP prepared Inhouse Qualified development planner in the municipal IDP Task Team IDP Process Plan adopted by September 08 District Framework Plan ready by August 08 IDP adopted by 30 June 08 IDP and Budget ready for tabling in March 08 Level involvement of Depts/ serv providers in IDP Engagements Overall credibility status of the recent IDP BENCHMARK 1 :MUNCIPAL STRATEGIC PLANNING

14. SCOPE OF ADOPTION PERIOD

15. Capacity vs Product Quality

16. There is Room for Improvement

17. BENCHMARK 2 :SERVICE DELIVERY KPAs

18. Work Place Skills plan HR Strategy to address long term requirements Structure/Organogram HIV/AIDS plan Staff recruitment and retention Staff training Anti-corruption strategy Functional OPMS AG Reports/comments HR ISSUES KEY ISSUES CONSIDERED IN KPA

19. THE IDEAL HR IIDP ID strengths & weaknesses, develop organogram and indicate vacant posts and skills gap ANALYSIS Reflect and link plans to IDP STRATEGIES Develop workplace skills prog. & HR development strategy Develop Sectoral strategies PROJECTS Train IDP manager with necessary skills e.g. project management IDP manager to obtain projects from stakeholders INTEGRATION Skills plan to be reflected in HOD workplan IDP manager checks alignment and integration between projects HR Plan adopted as part of IDP APPROVAL IDP manager to take IDP to Council for approval

20. THE ACTUAL Good Bad

21. In the recent assessment of the IDPs a number of gaps were identified. Below are two general gaps: Municipalities do not indicate whether they have the capacity to perform their powers and functions effectively and efficiently. It was noted that Municipalities that attained below average scores for the KPA generally also needed to ensure that their OPMS is structured to align seamlessly with the objectives and strategies of the Municipality. GAPS BETWEEN HR AND THE IDP: GENERAL

22. GAPS : STRUCTURE & ORGANOGRAM Most IDP’s do provide some information on the HR structure However limited interpretation of structure; no link between the organogram and HR needs emanating from IDP priorities e.g. Different vacancy rates Comparison of HR structure and vacancies with identified IDP priorities Comparison with powers and functions of municipality Interpretation of organogram needs to be transformed into a practical strategy to address identified priorities

23. GAPS : HR DEVELOPMENT STRATEGY HR policies are in place but needs to be translated into a HR strategy that responds to the long term development goals of the IDP. Where strategies are in place its only referred to as Annexures with no details provided in main IDP document. HR plans seem to be prepared independently and then added to IDP – no participation between HR and Planning component. Confusion between HR policy (aimed primarily at satisfying relevant labour legislation) and a HR development strategy (focussed on addressing IDP priorities)

24. GAPS : STAFF TRAINING/WORKPLACE SKILLS PLANS IDP’s are not clear with regards to the existence of Workplace Skills Plans and related strategies. In many cases no indication on whether there is capacity to perform their powers and functions effectively and efficiently. Also no detailed organizational organograms. Not clear with regard to the existence of related retention, succession and recruitment strategies. Very few Municipalities refer to WSP’s or training startegies. No indication whether annual Performance Reports has been prepared and submitted for the previous year. In cases where information is provided its mainlyas Annexures with very limited reflection in and integration with main IDP document Value of current WSP format not provided No clear indications of critical skills required to respond to identified IDP priorities

25. GAPS : STAFF RECRUITMENT AND RETENTION Most Municipalities do not reflect an explicit staff succession and retention plan Absence of an overarching strategy can result in danger of competing for the same scarce skills in the province or within a particular district. Limited consideration of longer term (10 years and longer) implications

26. HR and planning staff need to work together to get IDP staff in place thereby ensuring that the projects and strategies of IDP are met. HR policy and HR development strategy to be clarified in context of IDPs. Identify clear IDP HR development strategies. Cognisance needs to be taken of the current situation and a clear link between IDPs and HR development strategies need to be established. In cases where a HR strategy has been prepared the recommendations must be explicitly integrated into the IDP document. Need for strategies in place to avoid unconstructive and incapacitating competition for same scarce skills. WAY FORWARD

27. HR Strategy needs to respond to the long-term development plans of the municipality as reflected in the IDP. HR profile of the municipality must be reflective of the local community and the country Staff should be informed and supportive of municipality vision and mission and strategic direction. Knowledge of vacancy rates in the municipality should be acquired and strategies for recruitment and retention of staff must be formulated. Staff should have quality training and development opportunities. There needs to be a succession plan for key positions (e.g. IDP Manager) WAY FORWARD Cont…

28. THANK YOU