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Developed by Vantage Holdings (Pty) Ltd: 2007: RBD

....................... 16 Developed by Vantage Holdings (Pty) Ltd: 2007: RBD ........... 4 STRATEGIC OBJECTIVE ............................................. 7...... 4................................................................ 6.......................................................................................... 5 KEY COMMUNICATION PRINCIPLES ...... 12.............. 10..............2 TABLE OF CONTENTS SUBJECT 1.................................................. 16 EVALUATION... 11........................................................... 11 STRUCTURE AND PROCESSES........................................... 2....... 13 ACTION PLANS AND TIMESCALES ............. 8....... 7 COMMUNICATION CHALLENGES ..... 9 MESSAGE AND THEMES ............................................... 13................................................................................. 10 FINANCIAL AND OTHER RESOURCES....................................................................................... 8 TARGET AUDIENCE ..................... PAGE INTRODUCTION .... 3........ 16 CONCLUSION.................................. 5.. 9......................................................................................................................................................................................................................................................................................... 14....... 12 RESPONSIBILITY FOR COMMUNICATION..................................................... 3 BACKGROUND .................................................................. 6 ENVIRONMENT ......................

These are: i) The Promotion of Access to Information Act. Developed by Vantage Holdings (Pty) Ltd: 2007: RBD ii) . The Municipality subscribes to. The communities. which protects people who speak out against government corruption. accountability. The Constitution of the Republic of South Africa Act 1996 and other statutory enactments all impose an obligation on local government communicators and require high levels of transparency. 26 of 2000. No. It is these basic rights and responsibilities of the community and all three spheres of government. The Municipality also acknowledges and subscribes to the view that in any democracy. openness.3 1. have a right and a responsibility to participate in local government affairs and decision-making and ample provision is made in the abovementioned legislation for them to exercise their right in this respect. Our democratic government is committed to the principle of Batho Pele and this. participatory democracy and direct communication with the communities to improve the lives of all. dishonesty or bad administration. No. and will honour the rights of its community to exercise its rights in terms of the following statutory enactments which can be used to enforce accountability of local councillors and the local council. The Protection of Disclosure Act. 2 of 2000 which gives people the right to have access to any information which the government (including the municipality as the third sphere of government) has if they need it to protect their rights. INTRODUCTION Local government has a legal obligation and a political responsibility to ensure regular and effective communication with the community. means that those we elect to represent us (councillors at the municipal level) and those who are employed to serve us (the municipal officials at municipal level) must always put people first in what they do. it is essential that the community is constantly informed about the municipality’s work and empowered to take active part in the decision making process of the municipality. in simple terms. that the Ingwe Municipality wishes to promote through the adoption of this Communication Strategy. Officials can only refuse to give information in certain limited situations. on the other hand.

The other local municipalities are Matatiele. Whilst the Municipality has in terms of existing resources communicated with the community in respect of the statutory requirements relating to the budget.000 and is one of 5 local municipalities forming part of the Sisonke District Municipality located in southern KwaZulu Natal. No. procedurally fair and reasonable. especially in terms of credibility and reach. community based organisations. People have a right to be given reasons for decisions taken by government officials. The Municipality is deeply conscious of the statutory obligation placed on it to develop a culture of municipal governance that complements formal representative government with a system of participatory government. that it is required to put in place mechanisms and procedures for such participation and finally that it is required to make budgetary provision for such participation. It further recognises that it must build the capacity of the community to enable it to effectively participate in the affairs of the municipality. Ubuhlebezwe and Greater Kokstad. it recognises that it must put in place a more cohesive strategic approach to the Municipality’s communications processes.4 iii) The Promotion of Administrative Justice Act. 2. KwaSani. 3 of 2000 which says all decisions of administrative bodies have to be lawful. The municipality is also home to 11 traditional authority areas which cover 26% of the municipal area of Ingwe. For this purpose it encourages and creates conditions for the local community to participate in the affairs of the municipality. No sphere of government functions in a vacuum and for maximum communication impact.(CBO’s) faith based organisation (FBO’s) and other civil society organisations and opinion-makers will be called upon to become actively involved the affairs of the municipality. BACKGROUND The Ingwe Municipality which covers an area of 1. 970 square kilometers has a population of 120. Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . roleplayers such as non-governmental organisations (NGOs). its Integrated Development Plan and organisational performance management system.

• Seek the community’s comments and input and involvement in a range of municipal issues as prescribed by legislation. It undertakes to continuously update its website and use it to: • promote the council and its services and to facilitate channels of communication between the community and the municipality. especially in regard to its budget. its integrated development plan and its performance management systems as well as the services it is required to provide to the community. its functions and the services it provides. STRATEGIC OBJECTIVE The strategic objectives of the Municipality’s Communication Strategy are: 1. high profile approach to major local municipal issues. to benefit the Municipality and the communities it serves. 3. 2. As part of the external communication process it will: • Actively educate and inform the community about the municipality. Secondly through e-communication. • Take a targeted.5 especially relating to the delivery of services so as to comply with both the spirit and the letter of the law. to seek continued participation in municipal affairs and an improvement in public perception and understanding of the municipality. Firstly through external communication. internally and externally. Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . and • seek out and exploit the opportunities presented by electronic communication. • Give equal support and attention to all geographical areas covered by the Municipality. to maximise the opportunities to communicate creatively and effectively through the use of new technology. its practices and its services. so that the community has easy access to information about the Municipality. including the investment and tourism opportunities it presents.

accurate and consistent manner The outcome of the Municipality’s objective must clearly result in the Municipality keeping the community informed about issues relating to the Municipality. KEY COMMUNICATION PRINCIPLES The Municipality is committed to communicate professionally with individual community members. trust and loyalty. Thirdly to establish a corporate identity for the Municipality so as to strengthen the council's visual profile locally. and • ensure that the professional image of the council is maintained and enhanced by the production of quality corporate documents and through effective and consistent branding. Fourthly to improve internal communication so as to increase staff understanding of the aims and objectives of the municipal council and promote ways of improving communication between business units.6 3. regionally and nationally through consistent use of a strong corporate logo. policies. It will: • provide information in a clearly branded. 4. as prescribed by legislation. programs. The Municipality will: • maintain a strong two-way flow of information within the council that supports and encourages teamwork. other stakeholders and role players. reliable and easy to understand so as to improve the image and integrity of the Municipality. to consult them on important issues in accordance with the various statutory enactments regulating the relationship between the Municipality and the community it serves. to involve them in the affairs of the Municipality and lastly and extremely importantly. events and issues in a timely. and • ensure that the councillors and staff are informed of all appropriate decisions. concise fashion to both internal and external audiences. • vigorously advertise it business and tourism opportunities with a special focus on the 2010 World Cup that is to be hosted in South Africa. 4. and will therefore ensure that: Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . civil society organisations. • ensure that all communication from the municipality is unambiguous.

All communication and promotional material issued by the municipality is branded and therefore clearly identifiable as having come from the Municipal Council.7 i) ii) iii) iv) v) vi) vii) Clear communication plans are in place for everything it does in order to maximize public information and minimize confusion. other stakeholders and role-players in order to promote mutual understanding. and give a better service to the community. purposeful and timeous particularly in relation to consultation and decision-making. It is necessary therefore to reflect on the particular rural ethos of the community living within the Municipality’s area of jurisdiction so that appropriate channels of communication. Communication with the community both written and oral will be conducted in languages which are predominantly spoken in the area of jurisdiction of the municipality. other stakeholders and role players in respect of municipal policies. systems. customer care and environmental sustainability. procedures and mechanisms can be put in place to reach especially those inhabitants who live in rural settlements far removed form the Municipality’s civic centre. civil society organisations. comments and criticisms of the community. It communicates clearly. procedures. data protection. 5. ENVIRONMENT Communication strategies and communication plans emanating from such communication strategies must take into account the often unique environment in which such communication must take place. accurately and regularly with the community and civil society organisations. An overriding feature of these key principles in that the Municipal Council will take into consideration any input. accurate and appropriate manner. and includes key contact details. All communication is open and honest. Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . openly. All communication is prepared in line with other appropriate council policies concerning freedom of information. processes. programs or infrastructure developments and service delivery issues. Enquiries from the media and the community are dealt with and responded to in a timely. fairness and equality.

is maximised. and Vezokuhle (Ingonyama Trust Lands) on which a large number of rural settlements have been established. No. Amangwane. • To improve the budget for communication of a large segment of the community which inhibits them from accessing the Municipality’s website so that they can be better informed of municipal issues. although the members of the ward committees are making every effort to do so. • Lack of proper coordinated communication processes with National and Provincial departments which will be addressed through the Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . Qadi. • Lack of proper coordinated communication processes with other local municipalities and the district municipality which is to be addressed through.8 All communication plans and processes will therefore be developed in such a manner that communication with the former uMsekeli administered hamlets of Bulwer and Donnybrook which are located a fair distance from the Municipality’s civic buildings as well as the Traditional Authorities of Madzikane-Bhaca. • Ability to communicate with persons in the deep rural areas. 13 of 2005. • Lack of an in depth understanding of municipal issues by a large section of the community which to a certain extent inhibits constructive input into the Municipality’s budget. Sizanani. are: • Facing high technologic challenges in South Africa for developing in particular rural community usage of website could be a problem. inter alia. Zashuke. Vukani. 6. Umacala-Gwala. Amakhuze. COMMUNICATION CHALLENGES The challenges that have been identified and in respect of which action plans will be developed to address them. Isibonelo Esihle. Bidla. Such communication plans will also take into account the fact that the population of approximately 120 000 persons is mainly African and unemployed and that they live in scattered settlements on approximately 2000 square kilometres of land falling within the area of jurisdiction of the Municipality. the District Coordinating Forum established in terms of the Intergovernmental Relations Framework Act. the integrated development plan and the performance management system. • Poor e.

house to house visits. language. TARGET AUDIENCE The Municipality has a statutory obligation to communicate with all members of the community. and to either involve them collectively or individually in the communication process which revolves around informing them. Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . such as the illiterate. • Lastly the print and electronic media. road and radio talk shows and broadcasts. 7. • The business community and investment agencies such as the Industrial Development Bank. • Fourthly the three spheres of government. the unemployed and disabled who would rely predominantly on verbal communication through public meetings. No. in view of the divergent nature of the population with its different literacy levels. the Development Bank of Southern Africa. However. consulting them and involving them in the affairs of the municipality. ii) Secondly the literate and employed with whom one could communicate in both the written and spoken word. The target audience can roughly be divided into five main groupings: • Firstly the municipality’s ratepayers and customers who would be constituted of: i) The poor and marginalized sector of the community. including the traditional houses/councils and parastatals. national and international donor agencies. • Thirdly organised civil society organisations which have been established in the Municipality’s area of jurisdiction and which must be placed on the Municipality’s Community Participation data bank. Such communication would also predominantly have to be in the vernacular. the Municipality will use a variety of communication channels and methods to keep them abreast of issues that impact upon them. 13 of 2005. as a result pay particular attention to this marginalised group. Many of these people lack the material resources and education to be able to effectively engage the municipality.9 Premier’s Intergovernmental Forum established in terms of the Intergovernmental Relations Framework Act. culture and preferred communication channels and language. which will.

procedures. Some of the vehicles and tools for delivering the message will be: • • • • • Public meetings Izimbisos Open council meetings House to house visits Road and radio talk shows and broadcasts • Media and public notices • • • • Briefings Exhibits Internet Video and audio presentations • Mailing information Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . the benefits to be gained from and the responsibility of the community to involve itself in the affairs of the municipality. 1996 o Local Government: Municipal Structures Act. • make the community aware of a problem. processes and structures that must be used by the community when communicating with the Municipality so that the community is left in no doubt as to the time. 2000 o Local Government: Municipal Finance Management Act 2003 o Local Government: Municipal Property Rates. • request and encourage the community to become involved in the actual planning/development of the issue at hand. inter alia. Furthermore the message will also outline the procedures that will be followed by the Municipality when communicating with the community and set out the mechanisms. • encourage the community to take action. 1998 o Local Government: Municipal Systems Act. Act 2004 • inform the community of imminent issues that may impact either positively or negatively on them. consult and involve the community in those issues prescribed in. • provide feedback on issues in respect of which the community was involved or consulted. Lastly the message will stress the importance. MESSAGE AND THEMES The message to be conveyed to the community will depend on the Municipality’s statutory and moral obligation to: • Inform.10 8. place and manner of continuous interaction with the Municipality. the: o Constitution of the Republic of South Africa Act.

11 • Ward Committees and Community Development Workers • Presentations • Call Centre • Telephone 9. In preparing its budget the Municipality will take into account that finances will have to be provided for: 1) Capital Expenditure and Remuneration. 32 of 2000 imposes on the municipality the obligation to annually allocate funds in its budget. financial and other resources being made available for such function. 2) Notifying the Community about Governance issues. Such unit/official is to report to the Municipal Manager. so that communication with the community can be structured and coordinated. Section 16(1)(c) of the Local Government: Municipal Systems Act. In regard to financial resources the Municipality will on an annual basis budget for expenditure to be incurred in regard to its statutory obligation to seek and foster community participation. 3) Training and Capacitating the Community. This is to cover the cost of resourcing the Public Participation Unit and to remunerate the employees in the unit. FINANCIAL AND OTHER RESOURCES The Municipality is conscious of the statutory obligation placed on it to actively promote community participation and to involve the community in the decision making process of the Council. as may be appropriate. It acknowledges also that such participation will not succeed without sufficient human. the Municipality will establish a communication/Public Participation Unit/designate an official to fulfil this function. In the light of the above. for the purpose of building the Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . The municipality is required to notify the community on the level and standard of services they are entitled to receive as well as on other governance issues set out in Chapter 2 and 4 of the Local Government: Municipal Systems Act 32 of 2000.

6) Marketing the Municipality. It is emphasized that within public participation one of the members should deal directly with communication programs or the communication officer. the municipal budget and so on. • the establishment. 32 of 2000 the Municipality must annually consult with the community in respect of: • the preparation. the PMS. In terms of section 16(1) of the Local Government: Municipal Systems Act. which however do not necessarily take place on an annual basis. there are a number of other issues on which the municipality has to engage the community. implementation and review of its performance management system in terms of Chapter 6 of the Act. 4) Annual Consultative Processes. 5) Ad Hoc Consultative Issues. including the outcomes and impact of such performance. Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . • the preparation of its budget. and • strategic decisions relating to the provision of municipal services in terms of Chapter 8 of the Act. 10. such as road closures. STRUCTURE AND PROCESSES To ensure that the communication function is properly coordinated and implemented. implementation and review of its integrated development plan in terms of Chapter 5 of the Act. the Municipality will establish a Public Participation Unit in the Office of the Municipal Manager. amendments to town planning schemes. In addition to those issues in respect of which the municipality will have to consult with the community on an annual basis such as the IDP. Should be conducted as an aid to promote corporate identity and strategic events or projects of the municipality.12 capacity of the local community to participate in the affairs of the municipality and to capacitate councillors and staff to foster community participation. • the monitoring and review of its performance. introduction or amendments to bylaws etc.

• Facilitating participation by the local community in the affairs of the municipality. the municipal manager is in terms of section 55(1) of the Municipal Systems Act. Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . 11.1 Communication Responsibility of the Municipal Manager As head of the municipal administration. Since the above functions all have a strong communication focus and since the Municipal Manager is the designated Information Officer in terms of the Promotion of Access to Information Act. The Unit shall be administratively accountable to the Municipal Manager and shall assume responsibility for: • internal and external communication • media and stakeholder liaison • media production • marketing and branding The Unit shall have: • Access to the executive committees and other decision-making bodies of the Municipality. • Developing and maintaining a system in terms of which community satisfaction with the municipal services can be assessed. RESPONSIBILITY FOR COMMUNICATION 11. • Hold regular communication strategising meetings so as to provide communication guidance to the Municipality. it is fitting that the Municipal Manager assumes overall responsibility for the communication function within the Municipality. responsible and accountable for: • An administration that is responsive to the needs of the community to participate in the affairs of the municipality.13 The unit will have direct links to the Office of the Mayor and the Speaker as depicted in the Public Participation Organisation Structure as set out in Annexure A.

quality. marketing and promoting the municipality as a haven for investment and to keep the community abreast of important municipal events and achievements. inter alia. Therefore. media enquiries should be directed to the Deputy Mayor.3 Communication Responsibility of the Speaker The functions of the speaker are set out in section 37 of the Local Government: Municipal Structures Act. that the mayor must preside at meetings of the executive committee. In the event that the Mayor or Deputy Mayor is not available for comment. media enquiries should be directed to the Communications/Public Participation Unit.2 Communication Responsibility of the Mayor The functions and powers of mayors are set out in section 49 of the Municipal Structures Act. the speaker is in terms of section 4(2) (c) of the Municipal Systems Act required to encourage the involvement of the local community in the affairs of the municipality and to consult the local community about the level. Specific responsibilities have also been placed on the mayor to communicate with the community on the budget process in terms of the Municipal Finance Management Act. It is also considered that the mayor has a specific responsibility in regard to. either directly or through another service provider. which will liaise with the Municipal Manager to develop an appropriate response. all media inquires should be directed to the Mayor in the first instance. For these reasons the Mayor will be the spokesperson on Council business or matters before Council. The Mayor and Councillors must inform the Communications/Public Participation Unit and Municipal Manager of any contact with the media relating to Council business including providing copies to them of media releases or other forms of communication forwarded to the media. range and impact of municipal services provided by the municipality. which section provides.14 11. 11. 117 of 1998 and provide that the speaker must preside at meetings of the council and perform such other duties as are assigned to him/her in terms of the section. Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . As a member of the municipal council. If the Mayor is not available.

development and budget plans that affect them. Ward committees are conduits for citizens’ participation in the council’s decision making process and it is important therefore that the ward councillor as chair of the ward committee and the ward committee members interact and communicate with the community on an ongoing basis.5 Communication Responsibility of the Ward Committee The functions of the ward committees are set out in section 74 of the Municipal Structures Act. the staff member should inform the Communications/Public Participation Unit and the Municipal Manager immediately.4 Communication Responsibility of Ward Councillor As the ward councillor is the direct link between the council and the community in the ward he/she should ensure that the community is consulted and kept informed about council decisions. 11. with the view to keeping the community abreast of council decisions and in helping them to resolve municipal related issues. • • If the media contacts a staff member. 11. Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . If the Municipal Manager decides it is appropriate or preferable for that staff member to brief the media that staff member should be mindful of the policy of the Municipality and confine his/her comments to the subject area of the inquiry. The Municipal Manager must then forward the details of the query to the appropriate Business Unit for comment before the Municipal Manager or the mayor responds to the media. The ward councillor must also assist the community in solving any municipal problems they may be experiencing.15 11. or through the ward councillor to the council or the executive committee.6 Staff of the Municipality Members of staff are not permitted to speak with the media unless prior permission from the Municipal Manager has been received. and provide that a ward committee may make recommendations on any matter affecting its ward to the ward councillor. by bringing these to the attention of the municipal officials through the established channels of communication.

different education. who is responsible for doing it. what the specific targets and objectives and budgets are. All comments received will be considered by the Municipal Council with the view to improving its Communication Strategy. and trusts that this Communication Strategy will ensure broad based community involvement in the governance of the Municipality. 13. CONCLUSION The Municipality is committed to ensuring that the community becomes actively involved in the affairs of the Municipality in accordance with the principles enshrined in the Constitution of the Republic of South Africa and the other statutory enactments referred to in this document. different languages. the Public Participation Unit will on an annual basis. Department of Local Government and Traditional Affairs. ACTION PLANS AND TIMESCALES To ensure that all role players effectively carry out their communication responsibilities. literacy levels and cultures. the Municipality undertakes to periodically review its communication strategy to establish whether it in fact serves the municipality’s purpose of professionally interacting with the community and whether it accommodates the diversity of the community in terms of gender. Developed by Vantage Holdings (Pty) Ltd: 2007: RBD . EVALUATION In view of the dynamic nature of local government and the increasing focus on involving the community in municipal affairs so as to deepen democracy. The community will on an annual basis be requested to assess and provide input on the effectiveness of the Municipality’s Communication Strategy. 14. prepare draft action plans that spell out in detail what is to be done for each event in the programme. This will serve as a strategic management and co-ordination instrument to ensure that the communication objectives are met.16 12. Such action plans are to be developed with reference to Chapter Eight: Municipal Affairs Requiring Public Participation of the Public Participation Framework Manual developed by the KwaZulu-Natal.

the budget Head of Department Head of Department Ward Councillor Line Manager Line Manager Transport Forum IDP Forum Ward Committee Advisory Committee Community/Individual within the Community Developed by Vantage Holdings (Pty) Ltd: 2007: RBD .g.17 ANNEXURE A Organisational Structure for the Participation Process: Municipal Council Executive Committee Portfolio Committee Speaker Municipal Manager Mayor Public Participation Unit Community: in respect of those issues where the mayor has a specific responsibility e.