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STATUTORY PLAN – ORGANISATIONAL DEVELOPMENT & TRANSFORMATION PLAN2
Short description of Plan: The purpose of the OD&T Plan is to develop a framework and drive a strategy that will facilitate the optimal provision, organisation and deployment of the City’s staff so as to enable the City to achieve its strategic goals and objectives. This includes the development of institutional and business systems and processes to support the City’s development strategies and initiatives. The focus of the plan is to shift the culture and managerial practice through the following four areas: a. To shift the organisation to high performance, based on best practice benchmarking and through the alignment of people strategies to business strategies. b. To guide and drive the process of changing to a high performance organisation through targeted strategic programmes. c. To measure the value gained by revised business systems and processes, investment in employees, the % alignment of people strategies to business strategies and the extent to which the organisation measures up to international and national best practice benchmarks. d. To identify and prioritise key levers that will have the greatest impact on improved service delivery.
Vision : Lead, guide and direct the organisation’s transformation into a sustainable high performance organisation, in which employees are developed, valued, empowered and motivated, quality management is embedded in all managerial practices and processes, and service delivery in terms of the IDP takes priority
Updated 13 November 2009
This plan to be incorporated into Strategic Focus Area 8. Each key programme with its primary deliverables must be incorporated into this section. The current HR strategy will remain as a separate item. a. b. c. d. e. f. g. (need programme dealing with the 8 District Service Delivery Model, integrated service centres (incl call centre/CRM strategy) & sub-council participatory mechanisms) ICT programme (need programme to address internal institutional interventions including organisational design interventions, support model, IDP transformation Human Capital Management Programme e-HR Programme (includes Talent management & e-HR) Quality Management and Business Improvement Programme
Key strategic impacts – i. • (1) (a) (ii) – “A municipality’s IDP must at least identify the institutional framework which must include an organogram required for addressing the municipality’s internal transformation needs as informed by it’s strategies and programs (1) (c) – any development initiatives in the municipality including inter alia institutional development. Global economic climate ii. Providing sustained value for money in the delivery of services iii. Aligning people strategies to business strategies f. Decrease in revenues iv. 2 . business systems and processes. (1) (e) – the key performance indicators set by the municipality (3) (c) (vi) – strategies that would enhance cost effectiveness • • • 4. Accelerate the focus on establishing buy in from organisation to accept new ways of thinking and functioning. Maintain and improve service delivery and ensure quality and affordability within an increasingly constrained global economic climate through: streamlined institutional frameworks. Rapid urbanisation iii. Releasing potential of people g. Powerful branding that energises and identifies what the organisation stands for 3.e. Development of business partners (internal & external) required to achieve desired destiny d. Legislation : Chapter 2 of the Municipal Systems Act defines the legal obligations of the City in respect of Integrated Development Planning i. Embedding of high performance quality management systems and practices b. Key strategic challenges: i. enhanced human capital development and management. Ongoing strategising which focuses on a challenging desired future through the IDP process c.Mission: based organisations on the seven habits of high performing a. Development of transformational leaders e. environment: i. Declining pool of graduates and related skills b. ii.e. promotion of quality management and productivity improvement. Key strategic impacts and challenges a. Higher expectancy levels of clients and employees v.
Transforming of IDP from compliance plan to a strategic driver 7. call centre/CRM strategy & sub-council participatory mechanisms) b. Implementation of Information & Communication technology strategy d. Implementation of the 8 district model including implementation of the integrated service centres and related call centre b. Human Capital Management Programme 3 . Implementation of business management system (use of quality management framework). c. integrated service centres. STRATEGIES The strategies are all supported by Change Management and Communication Plan 6. Development & implementation of the Support Services model. Organisational development & design framework d.5. Improved functionality of Corporate Works Management Process c. Strategy 2: Implementation of human capital management systems and processes to enhance staff alignment to business needs and to improve staff morale and performance Programmes a. Installation of Broadband Fibre Optic Network e. Strategy 1: Development and implementation of institutional frameworks and business systems to ensure delivery of City Development Strategy (CDS). including delivery of standard operating procedures for all support functions g. Leadership buy-in to and ownership of transformation plan and framework. Programmes: a. Creating change in climate and culture through change management interventions. Institutional Operational Model (which will include the 8 District Service Delivery Model. IDP transformation (moving from compliance plan to strategic driver) Deliverables a. b. ICT programme (which will enable to Institutional Operational Model) c. Development and implementation of Integrated Spatial Information System f. Critical success factors: a.
8. Operational Efficiency shall be measured as: Responsiveness – speed in which Notifications are closed (to establish reliable baseline & categories and then measure improvement) Process efficiency – ratio between Notifications created/number notifications closed (to establish reliable baseline & categories and then measure improvement) 25% efficiency gain by June 2012 Staff availability (attendance & absenteeism rate) of X% Reduction in % terminations 10. Implementation of an integrated talent management model with all supporting interventions and products. Quality Management and Business Improvement Programme Deliverables a. Strategic Goals and Objectives (outcomes) a. b. d. 4 . Strategy 3: Implementation of efficiency gains interventions through business improvement initiatives Programmes a. Improving governance Key performance Outcomes Indicators a.b. Customer Satisfaction: Directorates to achieve the target of a minimum X% increase in customer satisfaction with their services by 2011. Improving employee loyalty index rating d. Ongoing development & implementation of organisational business indicators. Business improvement processes conducted for all core City wide business processes and other key functional areas impacting on Customer satisfaction b. Decrease in cost of targeted areas and increase in income of targeted areas. IR and OHS modules. including talent management. Ongoing rollout of SAP e-HR functionality. e. Corporate wide individual performance management c. Improving customer/community satisfaction (internal & external) b. Improving the operational efficiency of the organisation c. e-HR Programme (includes Talent management & e-HR) Deliverables c. 9.
Reduction in legal risk arising from non-compliance in OHS – need target. The objectives will be to achieve increase in % staff in “fully engaged” category and reduction in % staff in “disengaged” category. Governance Unqualified audit Ranking in relation to national surveys? Targets? 5 . Staff Loyalty. c. (current baseline of 29% and 21% respectively) d.