Learner Guide

Municipal Governance
Municipal Integrated
Development Planning
LEARNER GUIDE
Municipal Governance
NQF
NQFLEVEL
Level 5 5
SAQA ID:
US ID: 67467
120499
Apply the principles of sustainable development in local

government
US ID: 255578
LEARNER GUIDE
Sustainable development in local government Learner Guide
DISTRIBUTOR
This courseware is owned and distributed by BBT Institute t/a NSA Business and Training Consulting
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No part of this Publication may reproduced, stored in retrieval system, or transmitted,

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Although every attempt has been made to ensure that the management guidelines
are safe and correct, the developer, publishers, and sponsors of the manual cannot
accept any responsibility for errors arising from the use of this manual for any
purpose.
BBT-6-US: 255578
LIMITATION OF LIABILITY
Every effort has been made to ensure complete and accurate information concerning the material presented in
this course. Neither BBT Institute nor its agents can be held legally responsible for any mistakes in printing or for
faulty instructions contained within this course. The publisher appreciates receiving notice of any errors or
misprints.
Information in this manual is subject to change without notice. Companies, names and data used in examples
herein are fictitious unless otherwise noted
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TABLE OF CONTENT
ACKNOWLEDGMENT ............................................................................................... 7
Preface:................................................................................................................... 8
Introduction ............................................................................................................. 9
About the Programme ............................................................................................. 9
2.1 Learner Support ......................................................................................... 9
3. Assessment .................................................................................................... 10
3.1 Formative Assessment ............................................................................ 10
3.2 Summative Assessment .......................................................................... 10
4. Navigating the Learner Guide......................................................................... 11
4.1 Use of Icons ............................................................................................. 11
5. Learner Administration ................................................................................... 12
5.1 Attendance Register ................................................................................ 12
5.2 Learner Registration Form ....................................................................... 12
5.3 Programme Evaluation Form ................................................................... 12
Note to learners ................................................................................................. 14
Learner’s class room rules ................................................................................. 15
Learner’s materials ............................................................................................ 15
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SO1: AC1, AC2, AC3, AC4 ................................................................................... 16
1.1 AC1.A methodology for stakeholder identification and analysis ...................... 17
Individual Activity: 1.1 AC1 ................................................................... 21
1.2 AC2.The relevant processes, committees and forums are identified .............. 22
1.3 AC3.Stakeholders are advised regarding the IDP process ............................. 29
Group Activity / Pair Activity: ............................................................... 37
AC4 Hindrances to the effective engagement and participation of stakeholders .. 38
Unit 2: Identify all the relevant mechanisms required to ensure maximum
participation in IDP process. ................................................................................. 46
2.1 AC1. A communication plan in the municipality .............................................. 46
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WHAT IS THE IDP PROCESS? ..................................................................... 46

PHASE 1 ANALYSIS .................................................................................. 47
IDP Steering Committee .................................................................................... 49
IDP Representative Forum ................................................................................ 49
Technical Support Teams .................................................................................. 50
2.2 AC2.The relevant processes, committees and forums are designed .............. 50
Group Activity / Pair Activity: 2.2 AC2 ................................................. 53
2.3 AC3.Review mechanisms to regularly measure the effectiveness of
communication plan .............................................................................................. 53
2.4 AC4.Problem areas in communication plan are recorded ............................... 54
Unit 3: Establish the relevant institutional and governance arrangements and
structures................................................................................................................ 59
SO3: AC1, AC2, AC3, AC4 ................................................................................... 59
3.1 AC1.Relevant structures, such as the IDP Representative Forum, IDP Steering
Committee are set in place ................................................................................... 59
IDP Management ............................................................................................... 59
3.3 AC3.Capacity, systems and processes to enable management of and
secretarial services ............................................................................................... 74
THE CONTINGENCY APPROACH ................................................................... 75
THE PROCESS APPROACH AND THE BASIC FUNCTIONS OF
MANAGEMENT ................................................................................................. 76
MANAGERIAL ROLES AND SKILLS ................................................................ 82
CONTEMPORARY ISSUES IN MANAGEMENT .............................................. 83
Group Activity / Pair Activity: 3.3 AC2 ................................................. 84
AC4. Designing IDP Systems and processes ....................................................... 85
ORGANIZATIONAL /INSTITUTIONAL ARRANGEMENT ................................. 87
C. EXTERNAL ROLE PLAYERS ....................................................................... 90
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3.5 AC5.Terms of Reference and a code of conduct for IDP Organisational

arrangements ........................................................................................................ 92
Council / EXCO / EDP Portfolio ......................................................................... 92
Municipal Manager / IDP Manager .................................................................... 93
IDP Steering Committee / IMS ........................................................................... 93
IDP Representative Forum ................................................................................ 94
Unit 4: Capacitate the various role players in the municipality ......................... 96
SO4: AC1, AC2, AC3, AC4 ................................................................................... 96
4. Introduction ....................................................................................................... 96
4.1 AC1.Roles and responsibilities of the various role players in the IDP process
............................................................................................................................ 100
Group Activity / Pair Activity: 4.1 AC1 ............................................... 105
4.2 AC2 Roles and responsibilities of the various role players in the IDP process
............................................................................................................................ 106
E. ALIGNMENT MECHANISMS ...................................................................... 107
ROLES AND RESPONSIBILITIES FOR INTERNAL AND EXTERNAL ROLE
PLAYERS.................................................................................................. 107
Group Activity / Pair Activity: 4.2 AC2 ............................................... 110
AC3. Communication program is set up to raise awareness .............................. 110
Individual Activity: 4.3 AC3 ................................................................. 113
AC4. A capacity building programme is set up to enable the various role players
............................................................................................................................ 113
Evaluate capacity development ....................................................................... 115
Ward and community based planning processes and structures ..................... 115
Individual Activity: 4.4 AC4 ................................................................. 117
Portfolio Activity: Assignment 3 SO1-4 ............................................. 118
Resources: ........................................................................................... 118
Self Assessment ................................................................................................. 119
BBREVIATIONS ................................................................................................. 121
Learner Evaluation Form ..................................................................................... 122
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ACKNOWLEDGMENT
This learning material has been entirely developed and organized by Bull’s Business
and Skills training institute (BBT Institute) under supervision of NSA Consulting.
Many people have contributed in various ways to help develop and produce the
original version and the later edition of this manual. We wish to thank all those who
have contributed in one way or another.
We are heartily thankful to BBT and NSA agency employees, family and friends,
whose encouragement, guidance and support from the initial to the final level
enabled us to compile and have an understanding of this manual.
Lastly, we offer our regards and blessings to all of those who supported us in any
respect during the compilation of this Manual, especially LGSETA, for the practical
support and resources required to put up this manual.
Other sources
 National Department of Education

 South African Qualification Authority
 SALGA
 The DTI
 DPLG
 DBSA
 NSA (Nsamba) consulting and training
 Wikipedia
 University of Western Cape
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PREFACE:
This guide should be used to prepare the learner to be able to apply strategic level
development and governance competencies to ensure integrated and sustainable
development and governance processes, outcomes, structures, strategies, planning;
implementation.
Learners will develop competencies to manage strategic planning and development

processes, and the associated local governance and consultation processes.
Individual learners will benefit through enhancing their personal competencies,
knowledge and skills so as to be able to complete tasks required in their employment
contracts and by legislation.
In this manual, the knowledge and skills achieved will enable the learner to
maximally combat the processes involved in assessment and disseminate accurate
and relevant information regarding assessment procedures to achieve the specific
outcomes.
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INTRODUCTION
This unit standard is for learners working within a local government structure, who
participate in municipal governance and have been elected as municipal councillors,
where the acquisition of competence against this standard will add value to one's job
and managerial capabilities. The completion of this standard will provide the learner
with an insight into the critical elements of sustainable development within local
government, including environmental management and urban development. The
standard will also enable the learner to implement programmes and projects
associated with socio-economic and sustainable development.
The qualifying learner is capable of:
 Identifying and analysing the various environments that impact on local

government.
 Conducting an environmental analysis for local government.
 Implementing, monitoring and evaluating programmes and projects
associated with socio-economic and sustainable development.
ABOUT THE PROGRAMME
Based on the unit standards description and requirements, this learning material is
divided into specific outcomes with assessment criteria sub-divisions, based on the
learning outcomes
Learner Tip
The modular structure illustrated above will

contain a grouping of unit standards that pertains
to the learning outcome and related assessment
criteria.
2.1 Learner Support
Please remember that as the programme is outcomes based – this implies the
following:
 You are responsible for your own learning – make sure you manage your study,
practical, workplace and portfolio time responsibly.
 Learning activities are learner driven – make sure you use the Learner Guide
and Portfolio Guide in the manner intended, and are familiar with the Portfolio
requirements.
 The Facilitator is there to reasonably assist you during contact, practical and
workplace time of this programme – make sure that you have his/her contact
details.
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3. ASSESSMENT
Learning Outcomes:
Please refer to the beginning of each module for the learning
outcomes that will be covered per module.
3.1 Formative Assessment
In each Learner Guide, several activities are spaced within the content to assist you
in understanding the material through application. Please make sure that you
complete ALL activities in the Learner Guide, whether it was done during the contact
session, or not!
3.2 Summative Assessment
You will be required to complete a Portfolio of Evidence for summative assessment

purposes. A portfolio is a collection of different types of evidence relating to the work
being assessed. It can include a variety of work samples.
The Portfolio Guide will assist you in identifying the portfolio and evidence
requirements for final assessment purposes. You will be required to complete
Portfolio activities on your own time, using real life projects in your workplace
environment in preparing evidence towards your portfolio.
Portfolio Activity:
DO NOT WAIT until the end – the programme is designed to assist
you in evidence preparation as you go along – make use of the
opportunity!
Remember:
If it is not documented, it did not happen!
In some evidence, the process you followed is more important than

actual outcome / end-product.
Therefore …
Please make sure all steps for the Portfolio Activities are shown
where required.
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4. NAVIGATING THE LEARNER GUIDE
4.1 Use of Icons
Throughout the learning programme icons are used to focus your attention on
important aspects of the learning programme. The following icons are used in this
learning programme to direct your attention in using at as a reference guide.
Group Activity / Pair Activity:

You will be required to complete an activity in your group or in pairs
with fellow colleagues / programme participants, and provide
feedback to the participants in a report back or presentation session.
Individual Activity:
You will be required to complete an activity on your own that relates
to the outcomes covered in the module.
Portfolio Activity:
Complete the assessment activity that will be assessed as part of
your Portfolio of Evidence for the particular module.
Self-Reflection:
Reflect on the question(s) asked to identify the relevance of learning
outcomes in your own working environment.
Learner Tip:
A useful tip or essential element regarding the concept under
discussion is given as a basis to further discussion.
Resources:
Possible sources for further research and study is listed under this
icon. Resources may include additional reading, hand-outs, web-
sites, multimedia
Facilitators Note:
Content matter that is critical to the understanding of the module.
The learner must pay careful attention to this section.
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Mentored Discussion:
Refer to your Mentor or Workplace Supervisor to assist in this
activity, as they will conduct the assessment or sign off of the activity
once completed.
Learning Outcomes:
Please refer to the beginning of each module for the learning
outcomes that will be covered per module.
Self-Assessment:
You have come to the end of this module – please take the time to
review what you have learnt to date, and conduct a self-assessment
against the learning outcomes of this module
5. LEARNER ADMINISTRATION
Learner Tip:
The following Learner Administration is critical in assisting your
provider in managing this programme effectively.
Please take a moment to familiarize yourself with the requirements.
5.1 Attendance Register
You are required to sign the Attendance Register every day of attendance. Please
make sure you sign daily!
5.2 Learner Registration Form
Pease refer to Portfolio Guide for the Learner Registration Form. Make sure you
complete it using the Key Document, and submit to your Facilitator before the end of
the contact session with a copy of your ID document.
Learner Tip/Truths:
Without the Learner Registration and ID Documents we will not be
able to register you with SETA for certification purposes.
5.3 Programme Evaluation Form
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At the end of the Learning Guide is a Learning programme Evaluation Form. Please
complete the form before the end of the contact sessions, as this will assist us in
improving our service and programme material. Your assistance is highly
appreciated!
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Note to learners
Dear Learner,
Welcome to this Learning programme. We trust that this

Learning programme will be of great value to you during
your studies. To succeed in anything in life requires a lot of
hard work. It will be expected of you to work through this
study guide with a great deal of attention. It provides you
with information on how to work through the material; the
guide expresses exactly what will be expected of you and
what objectives you need to achieve during the study of
this Learning programme.
Emphasis
 Complete your assignments with dedication and

submit them in time.
 Complete the self-study sections for your own
benefit. The self-study sections provide you with the
opportunity to practice what you have learnt.
This Learning programme provides you with a step-by-step

method that you must apply to all Modules.
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Learner’s class room rules
Dos Don’ts
Participate actively
NO answering calls in
class
Ask Questions for clarity
No eating or Drinking in
class
Give constructive criticism
No discrimination is
allowed in class
Maintain confidentiality
Avoid unnecessary
movement in class
Have a pen and pencil at hand
Unnecessary noise is
prohibited
Use the note pad provided for Do not steal other fellows
notes equipments
Keep your valuables safe
Learner’s materials
Make sure you have the following before the commencement of the lesson

1. Learner’s guide
2. Pens and pencils
3. Highlighter
4. Name tag
5. Ruler
6. Note pad
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(US: 255578)
APPLY THE PRINCIPLES OF SUSTAINABLE
DEVELOPMENT IN LOCAL GOVERNMENT
Learning Outcomes: so1-4
The following learning outcomes are covered in this module.
1. Identifying and analysing the various environments that impact

on local government.
2. Conducting an environmental analysis for local government.
3. Implementing, monitoring and evaluating programmes and
projects associated with socio-economic and sustainable
development.
UNIT 1: IDENTIFY AND ENGAGE THE

PARTICIPATION OF ALL RELEVANT
STAKEHOLDERS
SO1: AC1, AC2, AC3, AC4
Learning Outcomes:
The following learning outcomes are covered in this Unit:
 A methodology for stakeholder identification and analysis is

explained with reference to municipal specific contexts and
relevant stakeholders and the importance of participation
within municipal development are identified in own context.
 The relevant processes, committees and forums are identified
which ensure that senior management guide, and municipal
officials are closely involved in municipal management and
development.
 Stakeholders are advised regarding the IDP process with
specific reference to how it impacts on their respective
contexts.
 Any hindrances to the effective engagement and participation
of stakeholders are identified and solutions proposed to
overcome these obstacles.
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1.1 AC1.A METHODOLOGY FOR STAKEHOLDER IDENTIFICATION

AND ANALYSIS
"Stakeholder management is critical to the success of every project in every
organization I have ever worked with. By engaging the right people in the right way in
your project, you can make a big difference to its success... and to your career."
As you become more successful in your career, the actions you take and the
projects you run will affect more and more people. The more people you affect, the
more likely it is that your actions will impact people who have power and influence
over your projects. These people could be strong supporters of your work – or they
could block it.
Stakeholder Management is an important discipline that successful people use to

win support from others. It helps them ensure that their projects succeed where
others fail.
Stakeholder Analysis is the technique used to identify the key people who have to be
won over. You then use Stakeholder Planning to build the support that helps you
succeed.
The benefits of using a stakeholder-based approach are that:
 You can use the opinions of the most powerful stakeholders to shape your
projects at an early stage. Not only does this make it more likely that they will
support you, their input can also improve the quality of your project
 Gaining support from powerful stakeholders can help you to win more
resources – this makes it more likely that your projects will be successful
 By communicating with stakeholders early and frequently, you can ensure that
they fully understand what you are doing and understand the benefits of your
project – this means they can support you actively when necessary
 You can anticipate what people's reaction to your project may be, and build
into your plan the actions that will win people's support.
How to Use the Tool:
The first step in Stakeholder Analysis is to identify who your stakeholders are. The
next step is to work out their power, influence and interest, so you know who you
should focus on. The final step is to develop a good understanding of the most
important stakeholders so that you know how they are likely to respond, and so that
you can work out how to win their support – you can record this analysis on a
stakeholder map.
After you have used this tool and created a stakeholder map, you can use the
stakeholder planning tool to plan how you will communicate with each stakeholder.
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The steps of Stakeholder Analysis are explained below:
Step 1. Identify Your Stakeholders
The first step in your stakeholder analysis is to brainstorm who your stakeholders
are. As part of this, think of all the people who are affected by your work, who have
influence or power over it, or have an interest in its successful or unsuccessful
conclusion.
The table below shows some of the people who might be stakeholders in your job or
in your projects:
Your boss Shareholders Government

Senior executives Alliance partners Trades associations
Your co-workers Suppliers The press
Your team Lenders Interest groups
Customers Analysts The public
Prospective
Future recruits The community
customers
Your family
Remember that although stakeholders may be both organizations and people,

ultimately you must communicate with people. Make sure that you identify the
correct individual stakeholders within a stakeholder organization.
Step 2. Prioritize Your Stakeholders
You may now have a long list of people and organizations that are affected by your
work. Some of these may have the power either to block or advance. Some may be
interested in what you are doing, others may not care.
Map out your stakeholders on a Power/Interest Grid on our free template as shown
in figure 1, and classify them by their power over your work and by their interest in
your work.
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For example, your boss is likely to have high power and influence over your projects
and high interest. Your family may have high interest, but are unlikely to have power
over it.
Someone's position on the grid shows you the actions you have to take with them:
 High power, interested people: these are the people you must fully engage
and make the greatest efforts to satisfy.
 High power, less interested people: put enough work in with these people to
keep them satisfied, but not so much that they become bored with your
message.
 Low power, interested people: keep these people adequately informed, and
talk to them to ensure that no major issues are arising. These people can
often be very helpful with the detail of your project.
 Low power, less interested people: again, monitor these people, but do not
bore them with excessive communication.
Step 3. Understand Your Key Stakeholders
You now need to know more about your key stakeholders. You need to know how
they are likely to feel about and react to your project. You also need to know how
best to engage them in your project and how best to communicate with them.
Key questions that can help you understand your stakeholders are:
 What financial or emotional interest do they have in the outcome of your

work? Is it positive or negative?
 What motivates them most of all?
 What information do they want from you?
 How do they want to receive information from you? What is the best way of
communicating your message to them?
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 What is their current opinion of your work? Is it based on good information?

 Who influences their opinions generally, and who influences their opinion of
you? Do some of these influencers therefore become important stakeholders
in their own right?
 If they are not likely to be positive, what will win them around to support your
project?
 If you don't think you will be able to win them around, how will you manage
their opposition?
 Who else might be influenced by their opinions? Do these people become
stakeholders in their own right?
A very good way of answering these questions is to talk to your stakeholders directly
– people are often quite open about their views, and asking people's opinions is
often the first step in building a successful relationship with them.
You can summarize the understanding you have gained on the stakeholder map, so
that you can easily see which stakeholders are expected to be blockers or critics,
and which stakeholders are likely to be advocates and supporters or your project. A
good way of doing this is by colour coding: showing advocates and supporters in
green, blockers and critics in red, and others who are neutral in orange.
Figure 2 shows an example of this – in this example, you can see that a lot of effort
needs to be put into persuading Piers and Michael of the benefits of the project –
Janet and Amanda also need to managed well as powerful supporters.
Example:
You can create your own example of stakeholder analysis at work – whether for your
current role, a job you want to do or a new project.
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Conduct a full stakeholder analysis. Ask yourself whether you are communicating as
effectively as you should be with your stakeholders. What actions can you take to get
more from your supporters or win over your critics?
Individual Activity: 1.1 AC1
1. Discuss a methodology for stakeholder identification and analysis is

explained with reference to municipal specific contexts and relevant
stakeholders and the importance of participation within municipal
development are identified in own context.
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1.2 AC2.THE RELEVANT PROCESSES, COMMITTEES AND

FORUMS ARE IDENTIFIED
Local municipalities in South Africa have to use "integrated development planning"

as a method to plan future development in their areas. Apartheid planning left us with
cities and towns that:
 Have racially divided business and residential areas

 Are badly planned to cater for the poor - with long travelling distances
to work and poor access to business and other services.
 Have great differences in level of services between rich and poor areas
 Have sprawling informal settlements and spread out residential areas
that make cheap service delivery difficult.
Rural areas were left underdeveloped and largely un-serviced. The new approach to
local government has to be developmental and aims to overcome the poor planning
of the past.
Integrated Development Planning is an approach to planning that involves the entire

municipality and its citizens in finding the best solutions to achieve good long-term
development.
An Integrated Development Plan is a super plan for an area that gives an overall
framework for development. It aims to co-ordinate the work of local and other
spheres of government in a coherent plan to improve the quality of life for all the
people living in an area. It should take into account the existing conditions and
problems and resources available for development. The plan should look at
economic and social development for the area as a whole. It must set a framework
for how land should be used, what infrastructure and services are needed and how
the environment should be protected
All municipalities have to produce an Integrated Development Plan (IDP). The

municipality is responsible for the co-ordination of the IDP and must draw in other
stakeholders in the area who can impact on and/or benefit from development in the
area.
Once the IDP is drawn up all municipal planning and projects should happen in
terms of the IDP. The annual council budget should be based on the IDP. Other
government departments working in the area should take the IDP into account when
making their own plans.
It should take 6 to 9 months to develop an IDP. During this period service delivery
and development continues.
The IDP is reviewed every year and necessary changes can be made.
The IDP has a lifespan of 5 years that is linked directly to the term of office for local
councillors. After every local government elections, the new council has to decide on
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the future of the IDP. The council can adopt the existing IDP or develop a new IDP
that takes into consideration existing plans.
The executive committee or executive mayors of the municipality have to manage

the IDP. They may assign this responsibility to the municipal manager.
In most municipalities, an IDP co-ordinator is appointed to oversee the process. The

IDP co-ordinator reports directly to the municipal manager and the executive
committee or the executive mayor.
The IDP has to be drawn up in consultation with forums and stakeholders. The final
IDP document has to be approved by the council.
2. WHY IS IT NECESSARY TO DO AN IDP
There are six main reasons why a municipality should have an IDP:
 Effective use of scarce resources
The IDP will help the local municipality focus on the most important needs of local
communities taking into account the resources available at local level.
The local municipality must find the most cost-effective ways of providing services
and money will be spent on the causes of problems in local areas.
For example, a municipality may decide to allocate resources to building a canal that
will prevent homes being damaged during the flood season. This will reduce the
financial burden placed on the municipality’s emergency services.
 It helps to speed up delivery
The IDP identifies the least serviced and most impoverished areas and points to
where municipal funds should be spent. Implementation is made easier because the
relevant stakeholders have been part of the process.
The IDP provides deadlock-breaking mechanisms to ensure that projects and

programmes are efficiently implemented. The IDP helps to develop realistic project
proposals based on the availability of resources.
 It helps to attract additional funds
Government departments and private investors are willing to invest where

municipalities have clear development plans.
 Strengthens democracy
Through the active participation of all the important stakeholders, decisions are
made in a democratic and transparent manner.
 Helps to overcome the legacy of apartheid
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Municipal resources are used to integrate rural and urban areas and to extend
services to the poor.
 Promotes co-ordination between local, provincial and national

government
The different spheres of government are encouraged to work in a co-ordinated

manner to tackle the development needs in a local area.
For example: The Department of Health plans to build a clinic in an area. It has to
check that the municipality can provide services like water and sanitation for the
effective functioning of the clinic.
3. WHO ARE THE STAKEHOLDERS IN THE IDP PROCESS?
 Municipality
The IDP guides the development plans of the local municipality.
 Councillors
The IDP gives councillors an opportunity to make decisions based on the needs and
aspirations of their constituencies.
 Communities and other stakeholders
The IDP is based on community needs and priorities. Communities have the chance
to participate in identifying their most important needs.
The IDP process encourages all stakeholders who reside and conduct business
within a municipal area to participate in the preparation and implementation of the
development plan.
 National and provincial sector departments
Many government services are delivered by provincial and national government

departments at local level -for example: police stations, clinics and schools.
Municipalities must take into account the programmes and policies of these
departments. The departments should participate in the IDP process so that they can
be guided how to use their resources to address local needs.
4. WHAT IS THE IDP PROCESS?
Before starting the planning process, an IDP Process Plan must be drawn up. This
plan is meant to ensure the proper management of the planning process.
This plan should outline:
 The structures that will manage the planning process
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 How the public can participate and structures that will be created to
ensure this participation
 Time schedule for the planning process
 Who is responsible for what
 How will the process be monitored
At District Council level, a framework will be developed in consultation with all local
municipalities within the district. This framework will ensure co-ordination,
consultation and alignment between the district council and local municipalities. The
framework will guide the development of the IDP Process Plan for each local
municipality.
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The process undertaken to produce the IDP consists of 5 phases:
PHASE 1 ANALYSIS
During this phase information is collected on the existing conditions within the
municipality. It focuses on the types of problems faced by people in the area and the
causes of these problems.
The identified problems are assessed and prioritised in terms of what is urgent and
what needs to be done first.
Information on availability of resources is also collected during this phase.
At the end of this phase, the municipality will be able to provide:
 An assessment of the existing level of development

 Details on priority issues and problems and their causes
 Information on available resources
PHASE 2: STRATEGIES
During this phase, the municipality works on finding solutions to the problems
assessed in phase one.
This entails:
 Developing a vision -
The vision is a statement of the ideal situation the municipality would like to achieve
in the long term once it has addressed the problems outlined in phases one. The
following is an example of a vision statement:
An economically vibrant city with citizens living in a secure, healthy and comfortable
environment
 Defining development objectives
Development objectives are clear statements of what the municipality would like to
achieve in the medium term to deal with the problems outlined in phase one.
For example: Provide access to clean water for all residents living in the informal
settlement
 Development strategies
Once the municipality has worked out where it wants to go and what it needs to do to
get there, it needs to work out how to get there. A development strategy is about
finding the best way for the municipality to meet a development objective.
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For example: Co-operate with the Department of Water Affairs to provide one water
stand pipe for every 20 households.
 Project Identification
Once the municipality has identified the best methods to achieving its development
objectives it leads to the identification of specific projects.
PHASE 3: PROJECTS
During this phase the municipality works on the design and content of projects
identified during Phase 2.
Clear details for each project have to be worked out in terms of:
 Who is going to benefit from the project?

 How much is it going to cost?
 How is this project going to be funded?
 How long would it take to complete?
 Who is going to manage the project?
Clear targets must be set and indicators worked out to measure performance as well
as the impact of individual projects.
PHASE 4: INTEGRATION
Once all projects have been identified, the municipality has to check again that they
contribute to meeting the objectives outlined in Phase 2. These projects will provide
an overall picture of the development plans.
All the development plans must now be integrated. The municipality should also
have overall strategies for issues like dealing with AIDS, poverty alleviation and
disaster management.
These strategies should be integrated with the overall IDP.
PHASE 5: APPROVAL
The IDP is presented to the council for consideration and adoption. The Council may
adopt a draft for public comment before approving a finalised IDP.
5. THE IDP AND PUBLIC PARTICIPATION
The DPLG proposes that an IDP Representative Forum be established to encourage

the participation of communities and other stakeholders.
The forum may include.
 Members of the executive committee of the council

 Councillors including district councillors
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 Traditional leaders
 Ward committee representative
 Heads of departments and senior officials from municipal and
government department
 representatives from organised stakeholder groups
 People who fight for the rights of unorganised groups – e.g. A gender
activist
 Resource people or advisors
 Community representatives (e.g. RDP Forum)
The purpose of this forum is to:
 Provide an opportunity for stakeholders to represent the interests of

their constituencies.
 Provide a structure for discussion, negotiations and joint decision
making
 Ensure proper communication between all stakeholders and the
municipality
 Monitor the planning and implementation process
A code of conduct should be drawn up for these forums that provide details on:
 Meetings – frequency and attendance

 Agenda, facilitation and recording of proceedings
 Understanding the role of various stakeholders as representatives of
their constituencies
 How feedback to constituencies will take place
 Required majority for decisions to be taken
 How disputes will be resolved
The Council should also approve a strategy for public participation. The strategy
must decide, amongst other things, on:
 The roles of the different stakeholders during the participation process

 Ways to encourage the participation of unorganised groups
 Method to ensure participation during the different phases of planning
 Timeframes for public and stakeholder response, inputs and comments
 Ways to disseminate information
 Means to collect information on community needs
During the different stages of planning participation can be encouraged in these

ways:
Planning phase Methods for Participation

Analysis  Community Meetings organised by the
ward councillor
 Stakeholder Meetings
 Surveys and opinion polls (getting
views on how people feel about a
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particular issue)
Strategies IDP Representative Forum

Public Debates on what can work best in
solving a problem
Meetings with affected communities and
Projects stakeholders
Representation of stakeholders on project

subcommittees
Integration IDP Representative Forum
Approval Public Discussion and consultation with
communities and stakeholders
Monitoring and IDP Representative Forum
Implementation
1. Identify three benefits of IDP (6marks)

2. Demonstrate an understanding of IDP Projects and how to
monitor the progress of the selected projects (10marks)
1.3 AC3.STAKEHOLDERS ARE ADVISED REGARDING THE IDP

PROCESS
1. Representative and Participatory Democracy
There are two main forms of democracy:
 Representative – where people elect representatives to make decisions on

their behalf. Local government councillors are elected directly by residents to
represent their interests in the local council. They get a mandate from the
voters based on their election manifesto. This is a form of representative
democracy.
 Participatory democracy – where people make all decisions themselves. All
the people affected participate in the decision-making and there are no
representatives who can decide on their behalf. This can work in small
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communities or organisations where everyone can meet to discuss and

decide an issue. An example of participatory democracy would be all parents
of a school meeting to decide whether to change the school uniform.
Effective local democracy needs a combination of representative and participatory

democracy. While elected councillors make the ultimate decisions, residents should
be consulted as much as possible.
Councillors receive a mandate from communities when they are elected to serve on
the council. Local government elections are held every five years. Between
elections, decisions taken by the council impact on the lives of local residents.
Communities are continuously undergoing change. They are confronted by day-to-
day problems. The nature and the cause of problems also change over a period.
Councillors have to be in touch with these changes and the needs of residents. In
addition, councillors have to keep residents informed about decisions taken by
council.
To make democracy meaningful, communities have to be in touch with the work of

their council. Democracy is more than voting for a councillor every five years. The
laws governing local government ensure that communities participate in the local
government decision-making process through various methods, including ward
committees, consultation meetings, calls for public comment on issues and
stakeholder meetings. The involvement of residents in the democratic process
beyond just voting serves to strengthen and deepen democracy.
2. Public participation
Public participation is a principle that is accepted by all spheres of government in

South Africa. Participation is important to make sure that government addresses the
real needs of communities in the most appropriate way. Participation also helps to
build an informed and responsible citizenry with a sense of ownership of government
developments and projects. It allows municipalities to get buy-in and to develop
partnerships with stakeholders.
A number of laws make it compulsory for municipalities to consult or inform the

community. Sometimes politicians and officials can see this as something they are
forced to do rather than something that will benefit them. Some are also scared of
facing the community because report-back or consultation meetings can easily
become forums for complaint and protest about problems or against non-delivery. It
is not easy to face a hall full of angry people.
Participation is one of the cornerstones of our democracy and has equal benefits for
politicians, officials and civil society:
1. Consultation will help council make more appropriate decisions based

on the real needs of people
2. The more informed people are, the better they will understand what
government is trying to do and what the budget and resource
limitations are
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3. Councillors can only claim to be accountable if they have regular

interactions with the people they represent and if they consult and
report back on key council decisions
4. Government cannot address all the development needs on its own and
partnerships are needed with communities, civil society and business
to improve service delivery and development.
In each municipality there are a number of people, structures and mechanisms that
can play a role in public participation. Here is a summary of the main ones:
 The mayor
The mayor is the public face of the municipality and should be used in
big public meetings, municipal stakeholder forums and media.
 Ward councillors
Ward councillors are the representatives of specific communities and
are ideally placed to be the link between the people and the
municipality – they should bring people’s needs and problems to the
municipality and consult and inform the community around municipal
services and programmes.
 Ward committees
Ward committees are from different sectors in communities. Ten
members are elected in each ward to assist and advise the ward
councillor and increase community participation. They can be very
useful for spreading information, assessing needs, building
partnerships, consulting the community and picking up local problems
with services.
 Community development workers (CDWs)
Community development workers are deployed by government to work
in communities to make sure that people can access government
services. They have to give advice, help people with problems, assess
needs and work with local organisations to build partnerships with
government. They usually know the community well, have good
contacts with organisations and can help to do consultation, do
research, spread information and monitor implementation.
 Stakeholder forums
Many different forums already exist – for example community police
forums and IDP forums. Other forums that are made up of stakeholders
should be set up for specific projects and programmes. Forums are
very useful for quick and ongoing consultation as well as for building
partnerships between the community and government.
 Community liaison officials
Most municipalities employ staff to liaise with the community - they
should be used as part of any outreach and public participation
programme.
 Media
The municipality usually has access to its own media, for example
notice boards, rates and water bills, etc. This can be used for
spreading information about prices, new plans, budget priorities, etc.
The commercial media as well as radio should also be used to inform
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people, and in some cases like phone-in programmes, to consult

people.
Communication and participation strategy
Public participation cannot simply be a series of once-off events. Every municipality

has specific goals and plans for every year, an integrated development plan and a
budget. The municipality delivers services to the community, builds infrastructure
and supports development projects. A key part of the municipality’s annual plans
should be how to communicate all this to the people and how to involve them in
decisions or as partners. This should be developed into a public participation and
communication strategy.
The strategy should look at all municipal plans and projects and set out where and
how communication and public participation should play a role.
For each project or new development, the following key questions should be asked:
1. What do we need to communicate or get participation on? (Purpose)

2. Who are the target groups
3. What are the best methods for that purpose and that target group?
4. Who will drive the process?
5. Who will implement each step?
6. What resources and support are needed?
1. Purpose
It is important to understand that communication and participation can be for different

purposes – it is not only used for consultation as part of the decision-making cycle. It
can also be used to:
1. Report back and account to residents about council decisions, plans

and budgets
2. Inform people of new services, tariffs, developments and policies
3. Involve people in partnerships for delivery
A strategy can only be developed if you are clear about the purpose.
Where consultation forms part of decision-making it is important to remember that

the ultimate decisions are usually made by the elected council meeting and not by
community meetings. The consultation process is there to help council make better
decisions that will address the needs of the community. Where a consultation
meeting recommends something that council rejects, councillors and ward
committee members should report back and explain the council decision.
In some cases, beneficiaries can be involved in decision-making, but this approach

is more suitable for projects than for decisions that affect the municipality as a whole.
For example people involved in a scheme to build their own subsidised homes may
be involved in decisions about the size of the homes and the amount of own labour
time they will contribute. However, when the municipality wants to build a swimming
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pool, consultation with different communities will probably result in conflicting

proposals about where to build the pool and council has to make the final decision.
2. Target group
Once you have decided the purpose, it is easy to define the target groups. In many
cases, the target group may be all people in the municipality – for example when the
municipality increases service charges or introduces new by-laws. In other cases,
the target group could be a sector of the community – for example, people who may
be to poor to pay for any services and can benefit from the municipality’s indigent
policy. Alternatively, it could be a very specific geographic area – for example,
people who will benefit from housing upgrade project in an informal settlement.
3. Best methods
Defining the purpose and the target group will help you to decide the best methods.
Here are some examples of different methods for different purposes. Your target
group will determine which method is most appropriate.
 For consultation
Community meetings, meeting with sectors and community leaders,
ward committees, door-to-door surveys, questionnaires included in
municipal accounts, suggestion boxes, and public hearings.
 For reporting back or informing people
Ward or other public meetings, sectoral meetings, newsletters,
newspapers and community radio, community notice boards,
advertisements and posters.
 For involving people
Meetings with affected community or relevant sectoral groups like
religious, welfare, cultural, business, etc. Well publicised community
meetings, appeals through radio and newspapers.
Always consider the reach of any method you choose as well as how easy it will be
for people to understand the information. The worst method is to print small
advertisements and legal notices in newspapers. These usually reach a very small
target group and will probably get a very unrepresentative response.
4. Who drives the process
Often public participation and communication are treated as add-ons and dealt with
only by consultants or outside agencies.
For a communication and participation strategy to be effective it has to be clearly

directed and the feedback that it generates must be integrated into other municipal
plans. This means that the mayoral or executive committee and/or the municipal
manager must be central to the process and must get regular reports.
Problems, concerns and suggestions will be raised by the target communities and
they must be properly processed so that the participation process actually results in
better decisions or responses.
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5. Who implements each step
Implementation of the different parts of the communication or participation plan can

be allocated to different role player. For example:
1. Overall direction - mayoral committee

2. Management – municipal manager
3. Resources, project coordination and support – IDP, community liaison
and communications officers
4. Media – medial liaison and communications officers
5. Community outreach and public meetings – mayor, ward councillors,
ward committees
6. Sectoral meetings and feedback – councillors, ward committees,
community development workers (CDWs)
7. Door-to-door work – councillors, ward committees, CDWs
8. Surveys – IDP office, community liaison, research officers, CDWs
6. Resources and support
The municipality should ensure that its communication and participation strategy is
properly resourced and supported. This means that a clear plan has to be developed
that include all events, meetings and media, who is responsible for implementation,
what budget is required, by when it will happen and what other support is needed.
Legal requirements
Section 17 of the Municipal Systems Act requires municipalities to put in place

systems for communities to participate in the decision making process. These
include
1. The process of receiving, processing and considering petitions

2. Procedures for notifying the public of issues being considered by the
council and a process that allows for public comment
3. Procedures for public meetings and hearings by councillors and
officials
4. Regular sharing of information on the state of affairs of the municipality
through consultation with community organisations and traditional
leaders
Municipalities must ensure the participation of people who cannot read or write,
people with disabilities, women and other disadvantaged groups. Section 16 of the
Act considers the following as key areas requiring community participation:
Integrated Development Planning
Integrated Development Planning (IDP) is a planning method to help municipalities

develop a coherent, long-term plan for the co-ordination of all development and
delivery in their area.
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Municipalities face huge challenges to develop sustainable settlements that meet the
needs and improve the quality of life of local communities. In order to meet these
challenges, they will need to understand and develop a concrete vision for the area.
They then have to develop strategies and plans to realise and finance that vision in
partnership with other stakeholders. Stakeholders and target communities should be
consulted throughout the IDP process to help identify needs, discuss strategies and
develop projects.
Performance Management
Performance management is a system that is used to make sure that all parts of the
municipality work together to achieve the goals and targets that are set. The
municipality must have clear goals and specific targets of what has to be done to
make sure the goals are achieved. Every department and staff member should be
clear what they have to do and how their performance will contribute to achieving
overall goals and targets.
Performance of individuals, departments and the municipality as a whole should be

monitored to make sure the targets are met. Performance management is very
important to ensure that plans are being implemented, that they are having the
desired development impact, and that resources are being used efficiently.
Municipalities should publish their goals and targets so that the public can actively
monitor implementation and hold them to account.
Preparation of the Municipal Budget
A budget is a financial plan. It summarises, in financial figures, the activities planned

for the forthcoming year by setting out the costs (expenses) of these activities, and
specifying where the income will come from to pay for the expenses.
The financial year of South African municipalities runs from 1 July of each year to 30
June the following year. Municipalities must prepare budgets for each financial year
and the content and processes are set out in the Municipal Finance Management Act
and the Municipal Systems Act.
Council must approve these budgets before the new financial year begins, after
proper planning and consultation with ward committees and other stakeholder
groups in your area. For example, the budget for the financial year beginning in July
2002 must be approved before the end of June 2002. The draft budget should be
ready a three months before so that it can be used for consultation and submitted to
Provincial Government for comments.
The municipal budget is complex and detailed and every item cannot be discussed in
consultation meetings. It is important to identify the budget items that should be
debated with communities and stakeholders. For example, key development
projects, service level options and new facilities should be discussed with target
beneficiaries. Items like wages for staff are not suitable for consultation since they
are the result of negotiations with unions and cannot be altered.
Service Delivery
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Municipalities must make sure that people in their areas have at least the basic
services they need. The most important services are:
1. Water supply
2. Sewage collection and disposal
3. Refuse removal
4. Electricity and gas supply
5. Environmental health services
6. Municipal roads and storm water drainage
7. Street lighting
8. Municipal parks and recreation
These services directly affect the quality of the lives of the people in that community.
For example, if the water that is provided is of a poor quality or refuse is not collected
regularly, it will contribute to unhealthy and unsafe living environments. Poor
services can also make it difficult to attract business or industry to an area and will
limit job opportunities for residents.
Public participation should involve consulting people about service levels, problems
and proposals for new services. Communities should be informed about tariffs and
council decisions about new services. Where problems are experienced with service
delivery, ward committees, organisations and members of the public, should have
access to officials, service centres, help desks or other services that will deal with
the problem.
Please note: More information on the IDP, performance management, budgeting,

service delivery and ward committees is contained other guides in this section.
3. Ethics and conduct
Local councillors are the democratically elected representatives of the people in their
area. They are expected to behave in an honest and transparent way and to always
remain accountable to the voters. There are many laws and procedures in place to
ensure that councillors and their municipal officials do not become corrupt or self-
serving.
Accountability is part of democracy and the previous section covered all the
mechanisms councillors should use to report to and consult their constituencies. In
this section, we briefly look at the Code of Conduct for Councillors as set out in
Schedule 5 of the Municipal Structures Act of 1998.
Code of Conduct
The Code of Conduct expects councillors to act in an honest and transparent

manner at all times and to always act in the best interest of their municipality. It has
the following clauses:
Meetings:
Councillors must attend all meetings they are supposed to be at, unless they have
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been granted leave of absence. They can be fined for not attending. If they do not
attend three or more meetings in a row, they must be removed from office.
Disclosure of interests and personal gain:
Councillors may not use their influence to gain any benefits from municipal work or
contracts. If councillors, or their business partners or family members or partners,
have any interest in a matter that is being discussed by a council meeting or
committee they are part of, they have to disclose this to the meeting. They should
then withdraw from the meeting until a decision is taken. Councillors may be given
contracts with the municipality if the council approves the decision, but if more than
one quarter of the councillors object, the matter must be decided by the MEC. In the
same way as MPs, councillors must also declare their financial interests and any
gifts above a certain value that they receive.
Full-time councillors:
If councillors are full-time, they may not have any other paid employment unless they
have the approval of the council.
Gifts:
Councillors may not ask for or accept any gifts, rewards or favours to vote in certain
ways or to sue their influence in council.
Disclosing information:
The councillor may not disclose any confidential information that they heard in a
closed committee meeting or read in a confidential council document.
Intervention in the administration:

Councillors may not interfere in the administration or management of a department
unless mandated by council. They may not give orders to staff or stop staff from
doing their jobs. This should not stop them from asking questions, requesting
information, monitoring progress and lodging complaints.
Council property:
Councillors may not use, take or benefit from any municipal property or assets
unless they have a right to use it.
Breaking the Code:

Councillors who are suspected of breaking the Code of Conduct must be
investigated. The investigation must be started by the chairperson of council and is
usually conducted by a committee. The outcome must be reported to the MEC.
Councillors found guilty can be warned, reprimanded, fined, suspended or removed
from office. They can also appeal to the MEC
Group Activity / Pair Activity:
1. Identify any hindrances to the effective engagement and

participation of stakeholders are identified and solutions proposed to
overcome these obstacles
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AC4 HINDRANCES TO THE EFFECTIVE ENGAGEMENT AND

PARTICIPATION OF STAKEHOLDERS
Despite these obvious and available opportunities, however, many factors limit the
meaningful involvement of local communities in local government. These include:
a. lack of information and awareness;

b. lack of know-how and training;
c. lack of finance;
d. lack of interest on the part of existing establishments to build
partnerships with local communities and suppliers; and
e. lack of incentives to reward private enterprise that build or develop
local capacity and create job opportunities.
What is the impact of a poorly structured performance management process? If individual goals are
not aligned with business strategy, then time and resources are wasted. Low employee engagement
levels may mean that individuals are not performing at their best. Inconsistent evaluation criteria
and rewards can lead to mistrust, lower productivity and higher attrition. If top performers see no
differentiation in performance ratings, opportunities and compensation from underperformers,
morale can suffer. Lack of documentation, visibility, and accountability can negatively affect
stakeholders who are demanding more and more transparency. If accurate performance information
is unavailable or difficult to access, training and development decisions along with project
assignment decisions may not be made in the company's or the individual's best interests. An annual
process will not adequately alert managers to problems in a timely manner. Last, but not least, a lack
of proper documentation related to performance may result in legal issues.
Management "buy-in" is equally important to the performance management process. If

management does not understand the importance and value of the process, it can lead to
consistently late or incomplete appraisals, mistrust, avoidance of performance discussions, and a
lack of honest performance-related discussions. Often managers may feel unprepared to deliver
quality feedback and oversee effective performance discussions.
A Closer Look at the Benefits of Performance Management
The primary reason to make sure performance management processes are functioning properly is to
tighten the link between strategic business objectives and day-to-day actions. Effective goal setting
(including timelines), combined with a method to track progress and identify obstacles, contributes
to success and bottom line results. Regularly tracking progress against performance goals and
objectives also provides the opportunity to recognize and reward employees for performance and
exceptional effort, contributing to job satisfaction and productivity. Employees want to feel
successful, to do well at their job and feel they are making a valuable contribution. In order to
ensure this happens, employees need a clear understanding of individual goals and how they fit into
the larger organization. New technology-based solutions offered can provide goal visibility across
entire organizations, offer extensive reporting options and can reduce paperwork by as much as
90%.
Clear visibility, regular individual analysis, and company-wide employee appraisals help identify
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corporate competencies and skill gaps. With this valuable data in hand, companies can identify
training and development plans
Set Goals Effectively
Goals are the basis of an effective process. There are two key elements to consider when developing
goals. First, are goals written clearly and objectively? Second, are they directly contributing to the
achievement of business strategy?
Clearly communicating strategic business objectives is the first step to creating alignment. Providing
visibility to goals set by departments across the organization furthers alignment. Typically the
process begins with departmental managers setting goals for their departments, based upon
organization-wide goals, which support the general business strategy. Making departmental goals
accessible to all managers ensures there is no overlap, reduces conflict, and allows members of
different departments to see where they support each other and ensure they are not working at
cross purposes. Each manager in turn shares the overall goals with his/her department and meets
with employees to identify individual performance goals and plans.
When setting goals, key job expectations and responsibilities should act as the main guide and
reference. Goals should be set that not only address what is expected, but also how it will be
achieved. For example, the "what" covers quality or quantity expected, deadlines to be met, cost to
deliver, etc. The "how" refers to the behavior demonstrated to achieve outcomes, for example,
focus on customer service. In addition, some organizations choose to include competencies within
performance expectations, to reinforce the link to business strategy, vision and mission.
An accepted framework to use to help write effective goals is the "SMART" goal:
S – Specific
M – Measurable
A - Achievable/Attainable
R - Results oriented/Realistic/Relevant
T - Time bound
The inclusion of the above criteria results in a goal that is understandable and easily visualized and
evaluated. Making a goal specific, measurable, and time bound contributes to the ability to make
progress on the goal and track that progress. Some managers choose to further define goals with a
start and finish date with milestones in between. As we have mentioned, goals must be achievable
and realistic. An unachievable goal is just that. An employee knows when he/she does not stand a
chance of reaching it, and their effort to achieve the goal will be affected. In addition, goals must
reflect conditions that are under the employee's control and the R's (results oriented, realistic and
relevant) should definitely consider these conditions. Sometimes the focus on the outcome of the
goals can overshadow the necessary steps to achieve them. Action plans to support each goal can
include documentation of the steps necessary to achieve a goal. By keeping goals relevant, a
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manager reinforces the importance of linking to strategic objectives and communicating why the
goal is important. Some organizations have suggested the use of SMARTA, or SMARTR with the
additional A standing for aligned and the R standing for reward.
A focus on objective, behavioral-based, and observable outcomes that are job-related helps ensure
fairness of the process and reduces discrepancy. Although sometimes difficult to hear, objective
feedback supported with regular documentation is difficult to dispute. This is also where an
understanding of the organization's overall objectives and goals and how individual efforts
contribute becomes essential. If for example, an individual understands that their actions support an
area of the business then it is easier to understand the impact when deadlines are not met. Using
the SMART framework provides clarity up front to employees who will be evaluated against these
goals.
Begin with Performance Planning
Using established goals as a basis, performance planning sets the stage for the year by
communicating objectives, and setting an actionable plan to guide the employee to successfully
achieve goals.
Performance planning, as with all other steps, is a collaborative process between the manager and
employee, although there will always be some elements that are non-negotiable. Begin with the job
description and identify major job expectations; expectations then can be clarified for each major
area.
Under each key contribution area, it is important to identify long-term and short-term goals, along
with an action plan around how they will be achieved. Goals can be weighted to identify priorities.
Discuss specific details related to how progress against goals will be evaluated. Next steps include
determining any obstacles that would stand in the way of these goals being achieved. If an obstacle
is knowledge, skills or behavior–a plan should be developed to overcome, i.e.; training, mentoring,
etc.
Using the performance planning document as a reference document, the employee and manager
then should regularly monitor progress against goals, problem solve road blocks, re-assess goals,
change goals as business direction changes, and re-evaluate training and resource needs. This is
where the conversation is critical and often where the follow through sometimes falls down.
Performance planning and ongoing performance feedback are critical because they facilitate
continuous improvement and aid open communication.
Ensure an Ongoing Process
As the following diagram illustrates, goal setting, performance planning, performance monitoring,
feedback and coaching is ongoing and supports the creation of the performance appraisal, which in
turn supports processes related to rewards, learning and development. Performance monitoring,
feedback and coaching creates a separate feedback loop within the larger loop which should take
place more often, allowing for necessary adjustments to performance planning as conditions dictate.
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Improve Productivity Through Better Goal Management
Regular goal tracking allows for the opportunity to provide feedback as needed, make adjustments
to performance plans, tackle obstacles and prepare contingencies for missed deadlines. Without a
mechanism to regularly track progress against goals, the ongoing, cyclical nature of the process falls
apart.
Goal progress discussions, along with all performance feedback, should be delivered with respect
and should be objective and supportive. Specific examples provide clarity and help the employee
focus on future improvements. It is crucial that the manager listens to the employee's perspective
and incorporates the employee's observations into future plans– the employee often experiences
roadblocks the manager may not see.
Gather Information From a Number of Sources
Gathering performance information from a variety of sources increases objectivity and ensures all
factors impacting performance are considered. This information should include objective data like
sales reports, call records or deadline reports. Other valuable information includes: feedback from
others, results of personal observation, documentation of ongoing dialogue, records of any external
or environmental factors impacting performance. Many reviews also include an employee self-
evaluation. Other documents that help define performance objectives include: past performance
appraisals, current departmental and organizational objectives and documented standards related
to career goals.
In order to gather feedback from other employees, organizations will often use a 360° feedback
process. Along with the completion of a self-assessment, selected peers, subordinates, and
manager(s) are asked to contribute feedback around pre-identified areas. The feedback is based
upon specifically identified skills or competencies and the final results are compared against the
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employee's self-assessment. This type of feedback increases self-awareness and in some cases is
used to support the performance evaluation process.
Objectivity is essential when evaluating performance and it begins with clarity about job
expectations and evaluation methods. Certain checks and balances can be built in to ensure
objectivity. Managers commonly make mistakes when they conduct evaluations and the first step to
minimizing those errors is to acknowledge they exist. Consistent processes organization-wide
contribute to fairness and objectivity. Access to information allows others to check the validity of the
process. Obviously, not all employees need access to other employees' performance appraisal
results, but processes like calibration meetings will help ensure consistency. In the calibration
process, managers with employees in similar positions meet and discuss the appraisals before they
are finalized and shared with the employees. A calibration meeting helps establish the reasons
individuals are awarded various performance rankings, educates managers about the process across
the organization and promotes consistency. It also provides validation for manager's decisions, if
appropriate.
Reporting is very valuable to assess the fairness/consistency of the process–for example, to compare
ratings in one division to the next or for one manager to the next.
Document, Document, Document
Note taking must be consistent and include all significant occurrences, positive or negative.
Documentation is important to support performance decisions, and notes should be written with the
intent to share. In addition to documenting the details of an occurrence, any subsequent follow up
should be detailed.
The performance log is a record that the manager keeps for each employee and is a record of
performance "events." The maintenance of a performance log serves a number of purposes. The
manager can record successes or performance that requires improvement. When it comes time to
complete the appraisal, the manager has a historical record of events and will not have to rely on
recent memory. In addition, this documentation can be used to support performance decisions or
ratings. But it also can be used as a reminder for the manager–if the log has no recordings for a
period of time, perhaps it is time to check in. If an employee does exceptionally well, or meets
deadlines consistently, the log can be used as a reminder to provide recognition for a job well done.
In addition, if a manager notices an area of deficiency, the log can serve as a reminder and a record
of circumstances. The performance log can also act as a reminder for coaching i.e.: record of
upcoming tasks, manager can make note to discuss with the employee to ensure he/she is prepared
for the individual for a task ahead, and then follow up discussion can promote learning and
continuous improvement.
This log should be created using the same principles of performance management and should be
objective, based on observable, job-related behaviors, including successes, achievements and, if
applicable, any documentation related to disciplinary actions taken.
Adequately Prepare and Train Your Managers
Managing the performance of another individual is not an easy task and requires many skills.
Training may be required to ensure managers feel adequately prepared to effectively complete all
the tasks related to performance management. This is especially the case for newly promoted
supervisors. Managers need to understand human behavior, how to motivate, how to develop,
provide coaching and deal with conflict. To a great extent, managers must be observers and able to
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assess a situation, provide motivation and identify problems that interfere with performance. In
addition, managers must understand that individuals at different levels of comfort, ability and
experience with their jobs will require different levels of input, support and supervision. A manager
who feels adequately prepared to provide and receive feedback, deliver a performance evaluation
and conduct a performance evaluation meeting will be a major contributor to a successfully
functioning process.
The Review
The employee performance appraisal or review should be a summary of all that has been discussed.
Based upon job expectations and key areas of contribution, and previously discussed goals and
evaluation methods, the appraisal should be a written confirmation of what has already been
discussed with the employee.
The form should include key job responsibilities, current project work, relevant competencies, goals
and achievements. Previously completed performance appraisals should be used as reference
documents. It should also contain an area to allow employees to record their comment and input. All
comments included on the appraisal form need to be job-related and based upon observable
behaviors.
For the appraisal meeting, it is imperative to prepare ahead of time. Schedule an appropriate place
and time with no interruptions. Ensure the employee has the information necessary to allow them
to prepare adequately. Begin the discussion with job requirements and strengths/ accomplishments.
The focus, as pointed out previously, should be forward looking. The way the manager approaches
this meeting conveys a message related to its importance and should be approached with the
appropriate level of seriousness and an open mind. The manager must be prepared in regard to
what he/she wants to discuss, but just as importantly must be prepared to listen.
Many suggest that it is important to first define the purpose of the meeting and provide an agenda.
A factual discussion with a focus on job-related behaviors will keep the discussion objective. At the
end of the meeting, key points should be summarized. It is important to note that the employee will
be asked to sign the appraisal, whether or not there is agreement.
Link Performance Management With Rewards and Recognition
More and more, organizations are linking performance to compensation. This link, however, cannot
effectively be established without the existence of sound performance management processes that
are seen as fair and equitable.
Clear documentation of progress against performance expectations also allows proper recognition
for a job well done. This can be provided a number of ways, i.e.: formal recognition events, informal
public recognition or privately delivered feedback.
It is important also to note the benefits of a consistent process across the organization. A consistent
process creates a sense of fairness and significantly increases job satisfaction. This is even more
critical if compensation is linked to performance. Employees need to know that if an individual in
one department is identified as a top performer and compensated accordingly, then an employee
performing at the same level in another department will receive similar rewards.
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Evaluate and Encourage Full Participation and Success
There is widespread recognition that an annual meeting to evaluate progress does not have the
same benefits as ongoing dialogue and feedback. Feedback that is delivered when it is most relevant
enhances learning and provides the opportunity to make necessary accommodations in order to
meet objectives. Some organizations are moving towards conducting performance reviews twice a
year, while a small portion is trying to conduct them more frequently. Regardless of frequency, the
attitude towards ongoing feedback is crucial. If there is organizational recognition and support for
the need to build constructive feedback into the fabric of day-to-day interactions combined with
increased visibility into goals, then the environment will encourage development and drive goal-
directed performance improvement.
Design the process right. The performance management process must add value, otherwise
problems with resistance and non-participation will surface. In addition, the process itself must be
efficient and as simple as possible, while still providing the necessary value. Automated reminders
and scheduling tools can help keep the process on track.
Another element to consider that contributes to success is upper level management support. This
support needs to take not only the form of verbal support, but also through participation in the
same performance management process for evaluations. In addition, consider the current culture of
your organization when it comes to performance appraisals and performance management. Is the
"atmosphere" supportive of an effective process? Is there a culture of open honest communication
or are employees fearful when they make a mistake? Employees must be able to honestly discuss
performance and consider how to make improvements in order to move forward.
Another thing to consider is the provision of a mechanism to evaluate the process itself, whether it
consists of an annual survey, focus groups, manager feedback, reporting, or a combination of these
and other methods.
The Next Step: Automating Best Practices with Technology
More and more organizations are relying on innovative technology solutions to implement
performance management best practices and automate painful manual processes. A move to web-
based, on-demand technology is making these systems affordable, regardless of the size of an
organization, with quick implementation schedules, no IT support requirements and automatic
upgrades.
An automated system can ensure that the performance management process is built around world-
class best practices, easy to complete, efficient and consistent across an organization. Necessary
visibility into organizational and departmental goals is simplified, as is access to necessary data to
support accountability, consistent standards, (by viewing manager average ratings) and
identification of top performers. In addition, technology enables companies, managers and
employees to address many of the issues discussed. When selecting an automated performance
management solution make sure to do your research. Some solutions offer nothing more than an
electronic appraisal form while others offer complete best-of-breed goal management solutions. The
best solutions offer:
 instant form routing and paperless processes

 goal tracking and cascading functionality for complete visibility and alignment
 automated goal management and performance review reminders
 legal scan wizards to ensure appropriate/legal use of language
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 writing assistants to help managers prepare appraisal forms

 support tools providing coaching support to managers when they need it most
 dashboards to deliver company-wide, aggregated or individual reporting
It is especially important that technology provides us access to performance data and the ability to
evaluate progress against goals, compare average manager ratings, easily access performance levels
of individuals and use this data to support decision making. Aggregating and analyzing data in
traditional paper-based forms is often too time-consuming and costly.
1. Discuss ways of advising Stakeholders regarding the IDP

process with specific reference to how it impacts on their
respective contexts. (10marks)
2. Identify any hindrances to the effective engagement and
participation of stakeholders and propose solutions to overcome
these obstacles. (15marks)
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UNIT 2: IDENTIFY ALL THE RELEVANT

MECHANISMS REQUIRED TO ENSURE MAXIMUM
PARTICIPATION IN IDP PROCESS.
SO2: AC1, AC2, AC3, AC4, AC5
Learning Outcomes:
 By the end of the program learners should be able to:

 Design a communication plan to ensure that the municipality,
the IDP Representative Forum and IDP Unit/Municipal
Mangers' Office communicate effectively and engage with a
range of interested and effected parties.
 Design the relevant processes, committees and forums to
ensure that political champions guide and are closely involved
in municipal management and development.
 Design and implement review mechanisms to regularly
measure the effectiveness of communication plan in line with
overall IDP plan.
 Record and report problem areas in communication plan for
the purposes of continually enhancing the communication
plan.
2.1 AC1. A COMMUNICATION PLAN IN THE MUNICIPALITY
WHAT IS THE IDP PROCESS?
Before starting the planning process, an IDP Process Plan must be drawn up. This plan is meant to
ensure the proper management of the planning process.
This plan should outline:
 The structures that will manage the planning process

 How the public can participate and structures that will be created to ensure
this participation
 Time schedule for the planning process
 Who is responsible for what
 How will the process be monitored
At District Council level, a framework will be developed in consultation with all local municipalities
within the district. This framework will ensure co-ordination, consultation and alignment between
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the district council and local municipalities. The framework will guide the development of the IDP
Process Plan for each local municipality.
The process undertaken to produce the IDP consists of 5 phases:
PHASE 1 ANALYSIS
During this phase information is collected on the existing conditions within the municipality. It
focuses on the types of problems faced by people in the area and the causes of these problems.
The identified problems are assessed and prioritised in terms of what is urgent and what needs to be
done first.
Information on availability of resources is also collected during this phase.
At the end of this phase, the municipality will be able to provide:
 An assessment of the existing level of development

 Details on priority issues and problems and their causes
 Information on available resources
PHASE 2: STRATEGIES
During this phase, the municipality works on finding solutions to the problems assessed in phase
one.
This entails:
 Developing a vision -
The vision is a statement of the ideal situation the municipality would like to achieve in the long
term once it has addressed the problems outlined in phase one. The following is an example of a
vision statement:
An economically vibrant city with citizens living in a secure, healthy and comfortable environment
 Defining development objectives
Development objectives are clear statements of what the municipality would like to achieve in the
medium term to deal with the problems outlined in phase one.
For example: Provide access to clean water for all residents living in the informal settlement
 Development strategies
Once the municipality has worked out where it wants to go and what it needs to do to get there, it
needs to work out how to get there. A development strategy is about finding the best way for the
municipality to meet a development objective.
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For example: Co-operate with the Department of Water Affairs to provide one water stand pipe for
every 20 households.
 Project Identification
Once the municipality has identified the best methods to achieving its development objectives it
leads to the identification of specific projects.
PHASE 3: PROJECTS
During this phase the municipality works on the design and content of projects identified during
Phase 2.
A clear detail for each project has to be worked out in terms of:
 Who is going to benefit from the project?

 How much is it going to cost?
 How is this project going to be funded?
 How long would it take to complete?
 Who is going to manage the project?
Clear targets must be set and indicators worked out to measure performance as well as the impact
of individual projects.
PHASE 4: INTEGRATION
Once all projects have been identified, the municipality has to check again that they contribute to
meeting the objectives outlined in Phase 2. These projects will provide an overall picture of the
development plans.
All the development plans must now be integrated. The municipality should also have overall
strategies for issues like dealing with AIDS, poverty alleviation and disaster management.
These strategies should be integrated with the overall IDP.
PHASE 5: APPROVAL
The IDP is presented to the council for consideration and adoption. The Council may adopt a draft
for public comment before approving a finalised IDP.
Ensure Preparation and adoption of the process plan
 Undertake overall management and the coordination of the IDP preparation

process
 Manage the service provider appointed to assist the Municipality with the
process
 Ensure IDP relevant structures are in place and are encouraged to contribute
effectively to the drafting process
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 Ensure participation and involvement of all relevant role players, that

timeframes are adhere to and that the planning process is aligned to the
framework plan of the O R Tambo District.
 Chair the IDP steering committee meetings and planning sessions
 Ensure that the IDP document is completed and submitted to the council and
MEC in accordance with law.
IDP Steering Committee
The Municipal IDP committee will serve as an organizational platform for the purpose of information
exchange, debating and finding common ground on suitable technical solutions to key planning
challenges. It will be mainly composed of middle and senior management as well as portfolio heads.
The IDP steering committee is comprised of the following individuals and entities:
 Municipal Manager Office

 Planning and Development
 Budget and Treasury
 Technical Services
 Corporate Services
 Community Services
Invitation to participate on the planning sessions of the steering committee will always be extended
to OR Tambo District (PIMSS Centre) and sometimes to key informants within the regional and
district offices of provincial government operating within the Port St. Johns LM areas. The role of IDP
steering committee will be as follows:
 Serve as platform for engaging stakeholders and debating of technical

solutions to identified developmental challenges
 Provide secretariat to the representative forum
 Give inputs on content issues and where necessary commission in-depth
studies on particular issues then make informed recommendations on way
forward
 Define terms of reference of the IDP representative forum
 Assist with technical inputs on the project task teams
 Respond to comments on sector departments and facilitate communication
 Comment on the draft and final report
 Municipal Head/s of department will also be tasked further as par of the SC to
lead interdepartmental teams on investigations of particular thematic issues
relating to their line functions for purposes of this IDP processes
 The steering committee further identified the Planning and Developmental
secretary with the specific role of providing continuous secretariat services
and taking of minutes in IDP representative forums and issuing invitations and
reminders for scheduled meetings to ensure maximum participation
IDP Representative Forum
The purpose of the IDP representative forums is to provide an organizational platform to external
Municipal stakeholders for debating issues and contributing to find of workable solutions to existing
and competing community needs. It is chaired by the Mayor. Its mandate is to:
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 Provide a platform for effective representations of the views and opinion of the
different interest groupings that participate in the Port St. Johns IDP process
 Ensure participation of all Municipal stakeholders in the processes of
Municipal planning and decision making that affect their lives.
 Give inputs in the performance management process of the municipality
 It is proposed that this structure be composed of the representatives of the
following known groupings existing within Port St. Johns municipal areas:
EXCO Members, Ward Councillors, Ward committees, Traditional leaders
 Government departments and parastatals, i.e. Dept Agriculture, Dept Public
Works, Dept Education, Dept Health, Social Development, S.A.P.S, Dept
Justice, Dept Land Affairs, Dept of Forestry & Water Affairs, Correctional
Services, Dept Home Affairs, Economic Affairs, Sport Arts and Culture, Dept
of Labour, ESKOM
 Community development organizations
 Non-governmental organizations
 Youth council
 Farmer organizations
 Community Police Forums
 Unions
 Municipal administration (departmental managers)
Technical Support Teams
In addition to these structures is to appoint a service provider to provide technical advice and
guidance in the processes of preparing this integrated development plan as well as write-up of final
document.
1. Identify the possible communication mechanism used by

municipalities in encouraging community participation in IDP
processes. (10marks)
2.2 AC2.THE RELEVANT PROCESSES, COMMITTEES AND

FORUMS ARE DESIGNED
MECHANISMS AND PROCEDURES FOR PUBLIC PARTICIPATION
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When preparing for the review process we worked out procedures for community
involvement in the process and how to interact the different stakeholders.
Chapter 4 of the Municipal System Act, 2000 regulate the importance of public
participation and on community involvement during IDP review process and aim
thereof is to:-
(i) Ensure that IDP addresses real issues affecting and experienced by local
communities.
(ii) And institutionalizing the effective involvement of community organizations
in the implementation of the strategies aimed at addressing those issues.
The Act further mandates the municipalities to ensure that participatory governance
system exists in their municipalities and also communicate to its community
information regarding:-
(i) Available mechanisms, processes and procedures aimed at encouraging

community participation.
(ii) Matters on which participation is encouraged.
(iii) And the rights and duties of community members and municipal
governance, management and development.
In support of the above principle the municipality has formulated a Participation

Strategy that will guide community participation. This strategy will be presented at
the first IDP Representative Forum. Community participation is key to the success of
the IDP review process and communication is very important. The aims address
participation through:-
 Setting principles for public participation.

 Defining roles of different role-players.
 Means of enhancing participation
 Identifying appropriate and effective participation tools.
 Information dissemination mechanism
Principles of Public Participation
 Elected council is the ultimate Decision-making forum on IDP review and

other stakeholders give inputs on the decisions taken by council.
 Community involvement is very important and community segmentation is
key in getting the views of all local people.
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 All residents have the responsibility to be actively involved in the municipal

affairs and IDP review process offers residents an opportunity to shape the
development of the towns they live in. During this process residents decide
what are the most important municipal services they ought to be getting
and how they are delivered.
 The participation must be structured so as to cater for all units or towns
within our jurisdiction. The clear rules and procedures specifying a list of
identified stakeholders must be set to make the review process a success
taking into account the population size of our community.
Diversity
Our community is very diverse and all community members must be catered for
taking into account the difference in:-
a) Culture
b) Gender
c) Language
d) And educational level.
 The community members participating during the process are not paid for
their participation and all stakeholders are welcome to attend the review
process.
 IDP Representative forum must be manageable group and be well organized.
 The Representative forum must be gender sensitive and representative from
all wards in mandatory. All stakeholders to be punctual for meeting during
review process.
Means of enhancing Participation
 Informing communities and stakeholders:- The residents and all relevant

stakeholders have to be informed on the municipal intention to review the IDP
using the appropriate media that can reach the community like newsletter and
community meeting (direct communication). For our municipality following are
suitable means of communication (media)
 Notice giving/Dissemination:- churches on Sundays should be used as a
place to disseminate information and also ward meetings.
 Roadshows: We have decided to engage professionals by having road shows
and information sessions in the evenings where the IDP review process is
presented to them and they give inputs.
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 Use of appropriate language: - It is important that there be communicated in

languages that the stakeholders knows and understand best for them to
participate freely.
 Our municipality has four dominant languages and is the languages that will
be used during the review process: -
a) Sesotho
b) Isizulu
c) English
d) Afrikaans
There will be an interpreter whenever possible and necessary.
The IDP review meeting will be held at the following venues and accessibility by
public transport will be ensured.
Group Activity / Pair Activity: 2.2 AC2
1. Develop and Design a communication plan used to ensure

that the municipality, the IDP Representative Forum and IDP
Unit/Municipal Mangers' Office communicate effectively and
engage with a range of interested and effected parties.
(20marks)
2.3 AC3.REVIEW MECHANISMS TO REGULARLY MEASURE THE

EFFECTIVENESS OF COMMUNICATION PLAN
Every municipality has to draw up an Integrated Development Plan (IDP). An IDP is a super-plan that
gives a framework for development. It tries to address the needs of the people in the area, draws in
stakeholders and other spheres of government and plans for infrastructure and local economic
development.
It aims to co-ordinate the work of local and other spheres of government in a coherent plan to
improve the quality of life for all the people living in an area. It should take into account the existing
conditions and problems and resources available for development. The plan should look at economic
and social development for the area as a whole. It must set out a framework for how land should be
used, what infrastructure and services are needed and how the environment should be protected.
Local government must deliver services, provide facilities and build healthy and safe communities.
Municipal areas are large and within each municipality there are many different communities with
different needs. Municipal services cannot be delivered in bits and pieces: for example, if a new
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housing settlement is planned it has to be supplied with roads, sewage, schools, houses, water,
electricity, parks, waste removal, streetlights, public transport, health services, etc. Each of these
come from a different department and sometimes even a different sphere of government and each
of these have to be paid for out of some department’s budget.
There are many opportunities for government, business, communities and organisations to influence
service delivery plans during the different phases of drawing up the IDP. The IDP has to be drawn up
in consultation with local forums and stakeholders.
The final IDP document has to be approved by the council.
Once the IDP is drawn up, all municipal planning and projects should happen in terms of the IDP. The
annual council budget should be based on the IDP. National and provincial government departments
working in the area should consider the municipal IDP when making their own plans.
After every local government election, the new council has to decide on the future of the IDP. The
council can adopt the existing IDP or develop a new IDP that takes into consideration existing plans.
IDPs are reviewed each year. The IDP is the most important planning document of any municipality
and provides information that is very useful for all organised civil society and public servants who
work with local government.
1. Identify and explain the components of a good IDP (10marks)

2. Identify the stake holders involved during the process of
drawing up the plan. (5marks)
2.4 AC4.PROBLEM AREAS IN COMMUNICATION PLAN ARE

RECORDED
Communication plans can benefit the project by detailing exactly how much
interaction a project team will have with the various stakeholders of a project. We will
examine how to create a communication plan as well as problem areas to where
communication is lost or misunderstood on a project.
Have you ever been working on a project and feel that you do not know what is
happening? Have you ever attended project meetings only to leave more confused
afterward than before you came? All of this revolves around communication.
Communication within a project is one of the most important tools for making sure
that people get clear directives and do what they are supposed to do.
As part of a balanced approach to keeping the communication channels open, each

project team should create a detailed communication plan. This plan can be defined
as a pointed document clarifying how often communications and reports will be
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completed. Communication flow to each of these reports must be accomplished in a

specified timeframe and revolve around giving particular data and updates.
Communication plan defined
A communication plan is defined as a document which spells out the process and
the timing for communication in a project to all interested parties. This type of plan
must be created in a matrix form indicating how often you will be communicating to
the customer, sponsor, departments, or agencies which are influencing this particular
project. The most important thing about a communication plan is a clear
understanding as to when and how the communication will be given and what
timeline it will follow.
Meetings with project customers
The project customer normally has more interaction with the project’s sponsor than
anyone else. In many projects it is not uncommon for the project sponsor to interview
and discusses the goals of the project and pass on that information to the project
manager and team. The one monitoring technique which can be assisted by the
communication plan is scheduling periodic feedback sessions with the customer.
This will do several things, such as informing the customer on the progress of the
project, as well as verification you are progressing properly. It is very important for
communication to take place between the project team and the customer, not just
during the initiation phase but throughout the entire project. If this is done correctly,
there will be no surprises from the customer nor will the project team miss the
desired outcome and goals.
Meetings with the project sponsor
Project sponsors normally represent management in viewing the project through that
culture’s eyes. This means that the project’s sponsor normally has a great deal of
input and can influence the budget or resources provided to the team. The project
sponsor has a great deal of responsibility as they oversee multiple projects and
multiple resource packages to complete those project plans. It is very important for
project teams to maintain communication with the project sponsor. This can be done
weekly, monthly, or in some extreme cases even daily. How often a project team
communicates with the project sponsor is determined based on the amount of
interaction desired for that particular project.
There are several items which should be detailed as part of the communication flow
and plan of any project. Each of these items is considered high priority in making
sure everyone is well informed and has current information.
Update and status on project
Getting a current update and status on the project is necessary in each team
meeting. In is our experience, we have seen team meetings that wasted 90 minutes
and yet did not detail project progress so that people would be able to make the
needed decisions.
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Giving an update status on the project should be the minimum each team member is
prepared to do when they arrive at the team meeting. They should come prepared
and knowledgeable about their area of assignment and be equipped to defend where
the project is and what help they need to move the project forward.
One way to make this easier for your project team is to create a standardized status
and update checklist form to be used. This form makes sure that each team member
is getting the needed information back to the team and is used in organizing and
documenting the needed information.
Checks on critical path updates
You can run a project extremely hard trying to meet every due date, but if you miss
critical path dates your project is doomed! The critical path consists of dates which
are considered hard dates and then movable. These dates, if missed, make the
project late. They are different than an activity task date, which many times has
contingency time built in it.
Naturally, all dates are very important, but it has been our experience that many
project members will track all dates as if they are the same priority, thus missing
critical path dates which sabotage their planning. Usually, this happens due to a lack
of understanding of the importance of a critical path date compared to an activity or
task. This is one of the items that each team member should be trained on during a
team session, and the project managers should assist in monitoring to guarantee
successful completion of the project.
One way to magnify the importance of critical path dates is to separate them into a
different type setting or colour to make them stand out from the other dates on your
project plan. This calls attention to the date and reminds team members of the higher
priority of its position. In addition, if you make sure part of your agenda deals with the
discussion of critical path dates, your team will begin looking at these issues the
same as the project manager.
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Approved change orders
Troubled projects have team members which are doing work in areas that have been
changed without their knowledge. Passing along change orders to the team and
documenting those changes for future reference is very important to the
communication plan. Change orders appear to be a strong source of frustration due
to members wasting a great deal of time working on areas that have been changed
but never communicated to them.
Part of our training with your staff revolves around what to do with change orders. In
our experience, change orders must be communicated instantly to the project team.
We do this by contacting the team member who has a direct responsibility to that
area being changed. Second, we contact the entire team through e-mail notifying
them of the change and how it will impact their part of the project. Finally, we point
out the change orders which have been approved during the project team meeting.
In this meeting, we normally have documentation and questions to clarify. This
allows us to make any additional adjustments to the plan or to the team member’s
priority list in order to fulfil these changes.
Bottlenecks and work stoppage
An additional area that needs to be communicated is the discussion of bottlenecks or

work stoppage on the project. It is not surprising that many projects will be on time
and budget until they reach a particular department or person, and then you notice a
work stoppage. This needs to be discussed and brainstormed with the project team
to develop ways to move the project forward. Some teams in the past never
discussed bottlenecks within the organization. These forced the team members to be
involved in areas of high frustration with little leverage for moving the project. By
adding this discussion to your team meeting, you can leverage the knowledge base
and experience of your entire team while gaining ideas for faster application.
Concerned areas
The last section which should be considered as part of the communication plan is the
examination of areas of concern. People mistakenly leave this area out and
anticipate the project team will handle these problems on their own without any help
from others.
Concern areas allow your team to verbalize their frustration, and it keeps you
knowledgeable of hurdles they are running up against over and over again. Unless
the project team is able to hear these areas of concern, it is possible that they will be
missed with the assumption the project is running in a more positive manner than
what is true.
Transfer of information to other important parties
Transfer of information to other parties influenced by this project is very important. It

is not uncommon for some projects to function in a vacuum limiting their
communication outside of the project team. This type of vacuum is fine if the project
is extremely confidential in nature. However, many project teams continue to limit the
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transfer of information to parties that are very much part of the future of the project.
This means that at the last minute they are trying to get others equipped and up to
speed with the needed knowledge.
Transfer of knowledge is being neglected at such a high rate that agencies are
watching knowledge go out the door. Someone might question where this is
happening the most. Agency after agency has reported the need to get rid of
contractors when budgets become tight. Many of these contractors have worked for
the agency for a long time and know a great deal about a specific area. After they
have left the agency, it becomes apparent they knew something which no one else
knows. The second area we are seeing a lack of knowledge transfer is in retiring
employees. Men and women have worked for an agency for 15 to 25 years, and they
are now leaving for retirement. However, no one puts a plan into effect to get this
person to transfer some of their knowledge over to a person who is remaining
behind. This gap is foolish and hurting agencies by forcing them to redo numerous
processes and projects in order to educate them.
In conclusion, a communication plan is very important in the imparting of the

knowledge, data, and information to the entire project.
1. Discuss the possible problems that may affect the

development of an IDP (Plan) (10marks)
2. List down the possible solutions for the above identified
problems. (10marks)
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UNIT 3: ESTABLISH THE RELEVANT

INSTITUTIONAL AND GOVERNANCE
ARRANGEMENTS AND STRUCTURES
Learning Outcomes:
The following learning outcomes are covered in this unit.
 Relevant structures, such as the IDP Representative Forum,

IDP Steering Committee are set in place
 Capacity, systems and processes to enable management of
and secretarial services, administrative and logistical support
to, respective forums and task teams are developed.
 Systems and processes are designed to enable
communication between the respective role players in the IDP
process.
 Terms of Reference and a code of conduct are drawn up for
the respective IDP related structures and forums.
3.1 AC1.RELEVANT STRUCTURES, SUCH AS THE IDP

REPRESENTATIVE FORUM, IDP STEERING COMMITTEE ARE SET
IN PLACE
IDP Management
The Council has decided that the Municipal Manager would be tasked as manager
during the preparation phase of the process and the implementation phase thereafter
The IDP Manager would be responsible to ensure the:
 preparation of the Process Plan

 day to day management of the planning process;
 chairing of the Steering Committee;
 managing the consultants; and
 the implementation of the IDP afterwards.
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The Steering Committee is a technical working team consisting of Departmental

Heads within the municipality. These individuals would be involved in preparing
technical reports and info, formulation of recommendations and to prepare certain
documents.
This committee would be chaired by the IDP Manager and would also be responsible
for the secretariat. The following officials have been nominated:
 IDP Manager -
 Technical Services -
 Co-operative Services -
Finance Services –
This forum guarantees public participation and a consultative approach during the
IDP process. The nomination of role players should be such that all levels and
interested groups in the society are representative. Proper participation and
communication should be guaranteed.
The Mayor should chair this forum or any individual appointed and the secretariat
performed by the IDP Steering Committee.
The following councillors have been nominated on the forum (Figure 1 – Plan of
wards):
Ward 1 -
Ward 2 -
Ward 3 -
Ward 4 –
It was decided that in order to save time and to achieve a transparent and well-
aligned participation process, the abovementioned committees would meet together
if and when needed.
It is one of the pre-requisites of a smooth and well organized planning process that
all role-players are fully aware of their own and other role-players’ responsibilities.
Therefore, it is one of the first preparation requirements for the IDP planning process
to ensure that there is a clear understanding of all required roles and of the persons
or organizations which can assume those roles.
The aim of the process plan is to have the following outputs:
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A list of required roles and responsibilities for the planning process by the municipal
management.
A list of persons or agencies who are expected to assume these roles and
responsibilities.
Clear and mutually agreed terms of reference which describe their roles and
responsibilities in detail.
DISTRIBUTION OF ROLES AND RESPONSIBILITIES BETWEEN THE

MUNICIPALITY AND EXTERNAL ROLE-PLAYERS
Actors Roles and Responsibilities
Local Municipality  Prepare, decide on and adopt a Process Plan
 Undertake the overall management and co-ordination

of the planning process which includes ensuring that
o All relevant actors are appropriately involved
o Appropriate mechanisms and procedures for
public consultation and participation are
applied
o The planning events are undertaken in
accordance with the time schedule
o Planning process is related to the real burning
issues in the municipality, that it is a strategic
and implementation-oriented process
o The sector planning requirements are
satisfied.
 Adopt and approve the IDP
 Adjust the IDP in accordance with the MEC for Local

Government’s proposals
 Ensure that the annual business plans, budget and

land use management decisions are linked to and
based on the IDP.
Residents,  To represent interests and contribute knowledge and

Communities and ideas in the planning process by:
stake holders in civil
society  Participating in the IDP Representative Forum to
o Inform interest groups, communities and
organizations, on relevant planning activities
and their outcomes.
o Analyze issues, determine priorities, negotiate
and reach consensus.
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o Participate in the designing of project

proposals and/or assess them.
o Discuss and comment on the draft IDP.
o Ensure the annual business plans and
budgets are based on and linked to the IDP
o Monitor performance in implementation of the
IDP
 Conducting meetings or workshops with groups,

communities or organizations to prepare for and
follow-up on relevant planning activities.
District Municipality Co-ordination roles for Local municipalities
Ensuring horizontal alignment of the IDPs of the

municipalities in the District Municipality Area.
Ensuring vertical alignment between district and local

planning
Facilitation of vertical alignment of IDPs with other spheres

of government and sector departments
Preparation of joint strategy workshops with local

municipalities, provincial and national role-players and other
subject matter specialists.
Provincial
Government
*Local Government  Ensuring horizontal alignment of the IDPs of the
Department district municipalities within the Free State.
 Ensuring vertical/sector alignment between provincial

sector departments/provincial strategic plans and the
IDP process at local/district level by:
o Guiding the provincial sector departments
participation in and their required contribution
to the municipal planning process.
o Guiding them in assessing draft IDPs and
aligning their sectoral programmes and
budgets with the IDPs
 Efficient financial management of provincial IDP

grants
 Monitoring the progress of the IDP processes.
 Facilitation of resolution of disputes related to IDP
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 Assist municipalities in the IDP drafting process

where required.
 Co-ordinate and manage the MECs assessment of

IDPs
Sector Departments
and Corporate
Service Providers  Contribute relevant information on the provincial
sector departments plans, programmes, budgets,
objectives, strategies and projects in a concise and
accessible manner.
 Contribute sector expertise and technical knowledge

to the formulation of municipal strategies and
projects.
 Engage in a process of alignment with district

municipalities.
 Participate in the provincial management system of

co-ordination.
Support External service providers may be engaged for:

Providers/Planning Providing methodological/technical guidance to the IDP
Professionals process
Facilitation of planning workshops
Documentation of outcomes of planning activities
Special studies or other product related contributions
Support to organized and unorganized groups an members
of the community to more effectively engage in and
contribute to the planning process
Ensure the IDP is aligned with provincial and national
departments’ budgets.
DISTRIBUTION OF ROLES AND RESPONSIBILITIES WITHIN THE

MUNICIPALITY
Municipal Council As the ultimate political decision-making body of the

municipality, the Municipal Council have to:
 Consider and adopt the Process Plan
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 Consider, adopt and approve the IDP
Executive Committee/ As the senior governing body of the municipality, they have
Executive Mayor/ to:
Committee of
appointed Councilors  Decide on the Process Plan
for the IDP  Be responsible for the overall management, co-
ordination and monitoring of the process and drafting
of the IDP, or delegate this function to the Municipal
Manager.
 Approve nominated persons to be in charge of the
different roles, activities and responsibilities of the
process and drafting.
Ward Councilors Councilors are the major link between the municipal
government and the residents. As such their role is to:
 Link the planning process to their constituencies

and/or wards
 Be responsible for organizing public consultation and
participation
 Ensure the annual business plans and budget are
linked to and based on the IDP
Municipal Manager The Municipal Manager or a senior official being charged

and/or IDP Manager with the function of an IDP Manager on his/her behalf has to
manage and co-ordinate the IDP process. This includes:
 Prepare the Process Plan

of the planning process.
 Ensure that all relevant actors are appropriately
involved
 Nominate persons in charge of different roles
 Be responsible for the day-to-day management of the
drafting process
 Ensure that the planning process is participatory,
strategic and implementation orientated and is
aligned with and satisfies sector planning
requirements
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 Respond to comments on the draft IDP from the

public, horizontal alignment and other spheres of
government to the satisfaction of the municipal
council
 Ensure proper documentation of the results of the
planning of the IDP document
 Adjust the IDP in accordance with the MEC of Local
Heads of As persons in charge of implementing IDPs they have to be

Departments and fully involved in the planning process to:
other Officials
Provide relevant technical, sector and financial information
for analysis for determining priority issues
Contribute technical expertise in the consideration and

finalization of strategies and identification of projects
Provide departmental operational and capital budgetary

information
Be responsible for the preparation of project proposals and

the integration of projects and sector programmes
Be responsible for preparing amendments to the draft IDP

for submission to the municipal council for approval and the
MEC for Local Government for alignment.
1. Explain how relevant structures, such as the IDP Representative

Forum, IDP Steering Committee are set in place (10marks)
ORGANISATIONAL ARRANGEMENTS
The municipality needs to establish a set of organizational arrangements to:
 Institutionalizes the participation process
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 Public participation has to be institutionalized to ensure that all residents have

an equal right to participate.
 Structured participation must specify who is to participate, on behalf of whom,
on which issues, through which organizational mechanisms and to what effect
 Effectively manage the drafting of outputs
 Give affected parties access to contribute to the decision-making process
Each municipality should consider arrangements, use and adapt them to ensure that
the required outputs will be reached to ensure the IDP to be credible and
implementable. It will be wise to make use of existing structures to ensure the
maximum participation of all stake holders in the community. For the IDP Review the
following structures/persons were identified as necessary to complete the process
successfully.
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Municipal Manager / IDP Manager
 IDP Steering Committee

 IDP Representative Forum
 Project Task Teams.
MUNICIPAL MANAGER / IDP MANAGER
The Municipal Manager or IDP Manager on his behalf is the responsible person for
championing the Integrated Development Planning process. The selection of this
person needs to be done as the first step towards preparing the Process Plan since
the IDP Manager is also the responsible person for designing the Process Plan.
Terms of Reference  Responsible for the preparation of the Process Plan

of the IDP Manager  Responsible for the day-to-day management of the
planning process under consideration of time,
resources, people ensuring:
o Involvement of all different role-players,
especially officials
o That the timeframes are being adhered to
o That the planning process is horizontally and
vertically aligned and complies with national
and provincial requirements
o That conditions for participation are provided
o That outcomes are being documented
 Chairing of the Steering Committee meetings
 Management of consultants
IDP STEERING COMMITTEE
The Steering Committee is a technical working team consisting of the Municipal

Manager, Heads of Departments who supports the IDP Manager and ensure a
smooth planning process. The IDP Manager is responsible for the process, but need
the co-operation of all Heads of Departments. The members and councillors
responsible for the IDP will also be included
Terms of Reference  Provides terms of reference for the various planning

for IDP Steering activities
Committee  Commission research studies
 Consider and comments on:
o Inputs from sub-committees, study yeans and
consultants
o Inputs from provincial sector departments and
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support providers
 Processes, summarizes and documents outputs
 Makes content recommendations
 Prepares, facilitates and documents meetings
Composition of the Chaired by:

IDP Steering
Committee  The Municipal Manager/IDP Manager
Secretariat:
 Official of the Municipality
Composition:
 Heads of Departments
 Speaker
Note The IDP Steering Committee may establish sub-committees

for specific activities which should include additional people
outside the Steering Committee.
IDP REPRESENTATIVE FORUM
The IDP Representative Forum is the structure which institutionalize and guarantees
representative participation in the IDP Process. The selection of members to the IDP
Representative Forum needs to be based on criteria which ensure geographical and
social representation.
Terms of Reference  Represent the interests of their constituents in the

for IDP IDP process
Representative  Provide an organizational mechanism for discussion,
Forum negotiation and decision making between the
stakeholders including the municipality.
 Ensure communication between all the stakeholder
representatives including the municipality.
 Monitor the performance of the planning and
implementation process.
Chaired by:
Composition of the  Executive Mayor or a member of the committee

IDP Representative
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Forum
Secretariat:
 IDP Manager/Steering Committee
Composition:
 Members of the Committee

 Councilors including Councilors of Port Folio
Committees
 Speaker
 Councilor IDP from District Council
 Chairpersons of Ward Committees
 Heads of Departments
 Stakeholder representatives of Organized groups
 Representatives of unorganized groups
 Community members (2 persons per town)
 IDP manager of District municipality
 Sector Departments
Issues for the Code  Meeting Schedule (frequency and attendance)

of Conduct for the  Agenda, facilitation and documentation of meetings
IDP Representative  Understanding by members of their role as
Forum representatives of their constituencies
 Feed back to constituents
 Required majority for approval
 Resolution of disputes
MECHANISMS AND PROCEDURES FOR PUBLIC PARTICIPATION
Public Participation Strategy
When preparing for the review process we worked out procedures for community
involvement in the process and how to interact the different stakeholders.
Chapter 4 of the Municipal System Act, 2000 regulate the importance of public
participation and on community involvement during IDP review process and aim
thereof is to:-
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(iii) Ensure that IDP addresses real issues affecting and experienced by local
communities.
(iv) And institutionalizing the effective involvement of community organizations
in the implementation of the strategies aimed at addressing those issues.
The Act further mandates the municipalities to ensure that participatory governance
system exists in their municipalities and also communicate to its community
information regarding:-
(iv) Available mechanisms, processes and procedures aimed at encouraging

community participation.
(v) Matters on which participation is encouraged.
(vi) And the rights and duties of community members and municipal
governance, management and development.
In support of the above principle the municipality has formulated a Participation

Strategy that will guide community participation. This strategy will be presented at
the first IDP Representative Forum. Community participation is key to the success of
the IDP review process and communication is very important. The aims address
participation through:-
 Setting principles for public participation.

 Defining roles of different role-players.
 Means of enhancing participation
 Identifying appropriate and effective participation tools.
 Information dissemination mechanism
Principles of Public Participation
 Elected council is the ultimate Decision-making forum on IDP review and

other stakeholders give inputs on the decisions taken by council.
 Community involvement is very important and community segmentation is
key in getting the views of all local people.
 All residents have the responsibility to be actively involved in the municipal
affairs and IDP review process offers residents an opportunity to shape the
development of the towns they live in. During this process residents decide
what are the most important municipal services they ought to be getting
and how they are delivered.
 The participation must be structured so as to cater for all units or towns
within our jurisdiction. The clear rules and procedures specifying a list of
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identified stakeholders must be set to make the review process a success

taking into account the population size of our community.
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Diversity
Our community is very diverse and all community members must be catered for
taking into account the difference in:-
a) Culture
b) Gender
c) Language
d) And educational level.
 The community members participating during the process are not paid for
their participation and all stakeholders are welcome to attend the review
process.
 IDP Representative forum must be manageable group and be well organized.
 The Representative forum must be gender sensitive and representative from
all wards in mandatory. All stakeholders to be punctual for meeting during
review process.
Those venues must be used to ensure all stakeholders participation. These venues
are chosen because of their positions, accessibility and sizes.
Choosing the suitable time for meetings: - The times of the meetings have to suit all
stakeholders the following times are preferred for all stakeholders.
 Steering Committee
 Representative Forum
 Ward Meetings and Public gathering
Appropriate Refreshments: - No refreshment will be made available for public

gathering and Ward meetings because it will exhaust the IDP review budget. The
forum members will be provided with refreshments only if their meetings are taking
more than three hours.
Feedback Meetings: - The representatives are encouraged to hold Ward/Sectoral

meetings to give feedback to their communities. This requirement is included in the
code of conduct of the forum.
Council Approval: - The Council has to sit and approve the Reviewed IDP.
The IDP document to be available to all stakeholders: - Copies of finalized reviewed

IDP will be available to all stakeholders at offices in all units.
MECHANISMS AND PROCEDURE FOR ALIGNMENT
 The IDP planning process is a local process but development within the
municipality is influenced by inputs and the support from other government
spheres. The activities of the local, district municipality, provincial and national
departments need to be aligned to synthesize and to integrate planning
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process. There is a need of aligning our IDP planning process with Free State
Growth and Development Strategy`
 There are two main areas of alignment that need to be addressed during this
process.
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Between Local and District municipality: - Ensure co-ordination of planning

processes and issues.
Between Local and other spheres of government and service providers: - Ensure
compliance with both national and provincial policies and strategies for allocation of
departmental budgets and conditional grants.
Alignment Principles
 The alignment of activities will be minimized to key stages and through quality
focused inputs to keep the co-ordination requirements on a management
level.
 The alignment of events will be manual and other modes such as written
communication and telephone will used and will be driven internally.
 Whenever there is an issue affecting neighbouring municipalities, they will be
aligned through bilateral communication and during alignment events.
Identification of role-players and stakeholders
For alignment of activities such as localized strategic guidelines as well as technical

inputs or project planning, role-players need to be identified. It is important to write
competent resource personnel or specialist to relevant meetings during alignment
process.
1. Capacity, systems and processes to enable management of and

secretarial services, administrative and logistical support to, respective
forums and task teams are developed.
3.3 AC3.CAPACITY, SYSTEMS AND PROCESSES TO ENABLE

MANAGEMENT OF AND SECRETARIAL SERVICES
The systems management approach emphasizes the importance of educating

managers to understand the overall system so that they will realize how actions in
their department affect other units. An organization can be likened to a mobile: if you
touch one part, the entire apparatus swings into motion. For example, the hiring of a
single individual into a marketing department is bound to have some degree of
impact on other divisions of the organization over time. Similarly, incorporating
behaviorist theory, if managers are given more autonomy and responsibility they are
likely to perform at a higher level. As a result, subordinates in their departments are
likely to perform better, which may cause other departments to be more effective,
and so on.
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The systems approach to management recognizes both open and closed systems. A
closed system, such as a clock, is self-contained and operates relatively free from
outside influences. In contrast, most organizations are open systems and are thus
highly dependent on outside resources, such as suppliers and buyers. Specifically,
systems are impacted by four spheres of outside influence: education and skills (of
workers), legal and political, economic, and cultural. Management processes must
be designed to adapt to these influences. This acknowledgment of outside factors
represents a meaningful departure from the earliest school approaches that viewed
management within the context of closed systems.
Importantly, the systems approach also recognizes that all large organizations are
comprised of multiple subsystems, each of which receives inputs from other
subsystems and turns them into outputs for use by other subsystems. At least five
types of subsystems, according to systems theory, should be incorporated into
management processes in larger organizations. Production subsystems are the
components that transform inputs into outputs. In a manufacturing company this
subsystem would be represented by activities related to production. In most business
organizations all other subsystems are built around the production subsystem.
Supportive subsystems perform acquisition and distribution functions within an

organization. Acquisition activities include securing resources, such as employees
and raw materials, from the external environment. Human resources and purchasing
divisions would typically be included in this group. Distribution (or disposal) activities
encompass efforts to transfer the product or service outside of the organization.
Supportive subsystems of this type include sales and marketing divisions, public
relations departments, and lobbying efforts.
Maintenance subsystems maintain the social involvement of employees in an

organization. Activities in this group include providing employee benefits and
compensation that motivate workers, creating favorable work conditions,
empowering employees, and other forms of satisfying human needs. Similarly,
adaptive subsystems serve to gather information about problems and opportunities
in the environment and then respond with innovations that allow the organization to
adapt. A firm's research lab or a product development department would both be part
of an adaptive subsystem. Finally, managerial subsystems direct the activities of
other subsystems in the organization. These managerial functions set goals and
policies, allocate resources, settle disputes, and generally work to facilitate the
efficiency of the organization.
THE CONTINGENCY APPROACH
Like the systems approach, the contingency approach to management views the
organization as a set of interdependent units operating in an open system. It differs
from all other management approaches, though, in that it is based on the idea that
every organization and situation is unique. Its situational perspective implies that
there is no single best way to manage. Therefore, specific techniques and
managerial concepts must be applied in different ways and in different combinations
to achieve organizational or departmental effectiveness. In fact, the contingency
theory has been described as a sort of amalgam of all other ideologies. Its chief
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contribution to modern management theory is its identification of critical internal and

external variables that affect management processes.
THE PROCESS APPROACH AND THE BASIC FUNCTIONS OF MANAGEMENT
Perhaps the most widely accepted organizational management theory is the process
approach. It also serves as a descriptive overview of the various tasks and
responsibilities management faces, and it draws on many of the theories contained
in the five schools of management as well as the systems approach and contingency
approach described above. For example, the process approach derives from Fayol's
ideas, particularly his five management functions. And, like the systems approach
and the later schools of management thought, the process approach emphasizes the
point that management is an ongoing series of interrelated activities rather than a
one-time act.
The process approach also recognizes other management theories that have gained
acceptance in the late 1900s. Of import is the generally accepted management
pyramid model, which is comprised of three hierarchies based on experience and
education. At the top of the pyramid is top management, or the executive level that
handles long-term strategy. At the center is middle management, which translates
top management objectives into more specific goals for individual work units. Finally,
line managers and supervisors fill the bottom of the pyramid. They handle the day-to-
day management of employees and operations.
PLANNING.
Planning is the development of specific strategies designed to achieve organizational

goals. Forward-looking managers use planning to develop strategies, policies, and
methods for achieving company objectives. Moreover, managers who rely on
planning can anticipate problems before they even arise and therefore can
implement solutions quickly. In addition, planning serves as the foundation for the
other management functions—organizing, staffing, leading, and controlling—by
providing direction for a company; and increases a company's potential for success
in accomplishing its goals.
Planning occurs at all three management levels: top, middle, and line. As indicated
earlier, top managers are charged with making long-term plans that define the
mission and policies of the organization while lower level managers implement them.
In the planning process, top-level managers concentrate on the questions of what
and how much. Middle managers implement mission and policy objectives, usually
by focusing on the where and when. Finally, line managers effect the specific plans
of the middle managers by addressing the pressing questions of who and how.
For example, top executives at a nail factory may decide that the company should
become the most productive, highest-quality, largest-volume producer in the world.
Middle managers in the production division may decide that accomplishment of this
goal requires that over the next 12 months they cut costs by 20 percent, decrease
flaws to. 01 percent, and increase capacity 40 percent. Likewise, managers in the
marketing department may decide that they need to increase sales by 80 percent
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during the next year. Finally, line managers would have to figure out how to achieve
those goals and who would do the actual work. They might increase bonuses for
salespeople who boosted volume, for instance, or lower profit margins (and prices)
to increase sales. Or, production line managers might implement a new quality
management program and increase investments in cost-saving automation.
Another way of viewing the planning process in an organization is by categorizing

planning activities as strategic (top management), tactical (middle), or operational
(bottom). The overall process usually entails at least six steps: setting goals,
analyzing the external and internal environment to identify problems and
opportunities, identifying and evaluating alternatives, choosing a plan, implementing
the program, and controlling and judging the results of the implementation. Different
stages of the process should ideally overlap management hierarchies, thus fostering
organizational unity and informed planning.
In addition to the stages of the planning process and hierarchical responsibilities,

most planning activities and responsibilities can be categorized, according to
Corporate Planning: An Executive Viewpoint, into one of four planning roles: (1)
resource allocation, (2) environmental adaptation, (3) internal coordination, (4) and
organizational strategic awareness. Resource allocation entails decisions related to
the distribution of funds, expertise, labor, and equipment. For instance, a chief
executive officer (CEO) might decide to not pay shareholder dividends as a way to
increase funds for new product development. Or, a production line manager may
elect to shift laborers from one product line to another to better match fluctuating
output requirements.
Environmental adaptation planning activities are those that serve to improve the
company's relationship to its external environment, including such influences as
governments, suppliers, customers, and public opinion. These activities address
problems and opportunities that arise from such external factors. For example, gas
station company managers that choose to attach point-of-sale (credit card) machines
to their pumps are reacting to a public demand for convenience. Similarly, a CEO of
a coal mining company might have to plan to reduce toxic emissions in an effort to
satisfy government regulators or to appease public sentiment.
Internal coordination planning activities are those that respond to internal influences.
They coordinate internal strengths and weaknesses in an effort to maximize
profitability (in the case of for-profit companies). Finally, planning activities
categorized as organizational strategic awareness strategies create systematic
management development systems that allow an organization to evaluate the effects
of past plans.
In order to be effective, plans and goals developed and executed at any level will
generally exhibit basic characteristics. The plans should be specific and measurable,
for example, meaning that they will have definite goals that can be measured against
definite results. Plans should also be time-oriented, or should be devised with
deadlines for accomplishing parts of the entire goal and a final deadline for
completion. Plans should also be attainable. Insufficient resources or impossible
goals can thwart motivation and result in underperformance. Finally, plans should be
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mutually supportive, meaning that plans made in or for one part of an organization
should complement other plans and objectives.
ORGANIZING.
Organizing is the second major managerial function. It is the process of structuring a

company's resources—its personnel and materials—in a way that will allow it to
achieve its objectives. Specifically, organizing entails a fundamental three-step
process: developing tasks, labor units, and positions. First of all, managers must
determine the exact actions that have to be taken to implement plans and achieve
objectives. Second, they must divide personnel into teams with areas of
responsibility. Third, managers must delegate authority and responsibility to
individuals and establish decision-making relationships. Once management
accomplishes the first step, it can take a number of different routes to organize
teams and delegate authority. Most organizations are arranged by either function or
division.
The most common approach to organizing teams and delegating authority in

organizations is by function. Under the functional approach, activities are broken
down into primary business functions, such as finance, operations, and marketing.
Within each major functional group are numerous sub functions. In the marketing
division, for example, might be the sales and promotions departments. The
functional approach results in a comparatively efficient division of labor and an
authority hierarchy that is easy for workers to understand. It may lead, however, to
internal rivalries between departments or myopia because different divisions are not
aware of the goals and actions of other parts of the company.
In addition to functions, many companies are organized by division. There are

several different divisional approaches to structuring teams and delegating power to
managers. For example, some companies take a product line approach, whereby the
company is broken down into different product or service groups. For instance, an
appliance producer may break its organization down into dishwashers, clothes
washers and dryers, and vacuum cleaners. Other companies might use a customer
approach—industrial products, consumer products, government products, etc. The
advantage of both approaches is that they allow managers and the entire company
to be focused on the product or customer rather than on support functions, such as
marketing. This organizational approach may result, however, in an inefficient
division of labor (i.e., overlap) because each group is forced to supply their own
support functions.
Another common means of organizing a company by divisions is the geographic

approach, whereby activities or groups are divided by region. For instance, a
multinational bank may have three major divisions: North America, Asia, and
Europe. Those divisions, then, might be divided into sub-regions, such as northeast,
south, and west. The geographic approach is often used by companies that
specialize in marketing, finance, or some other major business function and operate
in a number of different geographic areas. It allows flexibility in relation to different
laws, exchange rates, and cultures, and fosters responsiveness to local markets not
attainable under other divisional approaches. The chief drawback of geographic
organizations is that they can be relatively expensive to maintain.
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A less conventional and increasingly popular approach to structuring organizations is

known as the matrix system. In essence, a matrix system creates both functional and
divisional groups to form multidisciplinary, integrated teams that combine staff and
line authority. The main advantage of the matrix is that it reduces myopia in an
organization, fosters cooperation, and promotes a free flow of information. But the
matrix approach may also create an ambiguous power structure and may have
limitations for many types of companies.
In addition to the basic structure, management authority and responsibility will also
be dictated by the level of centralization in a company. In general, companies with
more centralized management will be figuratively tall, meaning that power flows
down through a chain of command. Decisions are made by a few people and handed
down to the masses. In contrast, decentralized, or flat, organizations push
management authority down. In flat organizations, many managers (and
subordinates) are empowered to independently make decisions within their area of
expertise in the company. Because of the trend toward flatter organizations during
the 1980s and 1990s, traditional middle levels of management have become
obsolete in many companies. Effectively, all workers become managers to some
degree in the flattest organizations.
STAFFING.
Staffing, the third major organizational function, encompasses activities related to

finding and sustaining a labor force that is adequate to meet the organization's
objectives. First, managers have to determine exactly what their labor needs are and
then go into the labor force to try and recruit those skills and characteristics. Second,
managers must train workers. Third, they have to devise a method of compensating
and evaluating performance that complements objectives. This includes designing
pay and benefits packages, conducting performance appraisals, and promoting
employees. Finally, managers usually must devise a system of firing ineffective
employees or reducing the workforce. In addition, management duties related to
staffing often entail working with organized labor unions and meeting federal and
state regulations.
LEADING.
Leading, or motivating, is the fourth basic managerial function identified by the

process approach to management. It is defined as the act of guiding and influencing
other people to achieve goals. Leading involves leadership, communication, and
motivation skills. In addition, the leadership role for most managers entails four
primary duties: educating, evaluating, counseling, and representing. Educating
includes teaching skills and showing workers how to function within the company
and how to perform their assigned tasks. They do so through both formal and
informal means. Examples of informal education are attitudes, work habits, and other
behavior that sets an example for subordinates to follow.
Evaluating activities that are part of a manager's leadership responsibilities include

settling disputes, creating and enforcing standards and policies, evaluating output,
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and dispensing rewards. In fact, much of the respect and esteem that a manager
gets from subordinates is contingent upon the ability to evaluate effectively.
A manager's ability to counsel will also impact his or her effectiveness. Counseling
involves giving advice, helping workers solve problems, soliciting feedback from
subordinates, and listening to voluntary input or employee problems. Finally,
managers lead through representation by voicing the concerns and suggestions of
their subordinates to higher authorities. In other words, managers must show a
willingness to back their workers and represent their needs and goals.
Numerous theories have been posited to explain the leadership function and to
describe the traits of successful leaders. For example, John P. Kotter, author of The
Leadership Factor, identified six traits considered necessary for managers in large
organizations to be effective leaders: (1) motivation, (2) personal values, (3) ability,
(4) reputation and track record, (5) relationships in the firm and industry, and (6)
industry and organizational knowledge. Contrary to traditional beliefs about
leadership, which hold that leadership ability is innate, these trait groups are
acquired through combinations of early childhood experiences, education, and
career experiences.
In addition to developing leadership traits, effective managers must adopt a style of

leadership that complements their position, personality, and environment. In general,
managers practice some combination of four recognized leadership styles: directive,
political, participative, and charismatic. The directive leadership style emphasizes the
use of facts, sound strategy, and assertiveness. This type of manager focuses on
gathering information, establishing objectives through a careful assessment of data,
devising strategies to accomplish goals, and then directing subordinates and
coworkers to achieve those ends. Managers who subscribe to a directive leadership
style are less concerned about building a consensus for their vision than they are
about motivating others to achieve it. They are more likely to confront resistance to
their goals and to have less patience in pursuing objectives than other types of
leaders.
In contrast, managers who embrace a political leadership style believe that their
ability to lead requires the power to manipulate forces within the entity toward
common objectives. Importantly, they assume that the company is a political arena
fraught with deception, in-fighting, and selfish goals. Therefore, they often must
push, bargain, and manipulate to advance the interests of their departments and
themselves. Although such leaders may be well-intentioned, honest, and acting in
the best interests of the company, they may be willing to deceive others and act
selfishly in order to achieve a desired result. Common tactics include keeping goals
flexible or vague, advancing their agendas patiently, and manipulating channels of
influence and authority.
The participative, or values-driven, style of leadership emphasizes joint decision

making, decentralization, the sharing of power, and democratic management.
Managers who are participative leaders assume that their subordinates are highly
motivated by work that challenges them, builds skills, and is accomplished with
teams of people that they respect. Thus, unlike directive leadership, the participative
style focuses on building a consensus during the decision-making process. It also
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stresses bottom-up management—information and expertise is gleaned from

workers in lower levels of the organization and used to direct decisions and goals—
and the empowerment of subordinates to make decisions.
The fourth basic managerial style of leadership, charismatic leadership, differs from
the other three styles in that it is more suited to realizing radical visions or handling
crises. It is less concerned with influencing behavior toward the attainment of long-
term goals or day-to-day management activities. Charismatic leadership in business
organizations is a style often used by entrepreneurs who are starting new
companies, or by transformational managers seeking to revitalize established
organizations.
CONTROLLING.
The fifth major managerial function, controlling, is comprised of activities that

measure and evaluate the outcome of planning, organizing, staffing, and leading
efforts. Controlling is an essential part of management because it helps managers
determine the fruitfulness of the other functions (planning, organizing, etc.); helps
guides employee efforts towards company goals; and helps a company distribute its
resources efficiently and effectively. Controlling is typically viewed as an ongoing
management process that ensures that the organization is moving toward its goals.
The process includes establishing performance standards, evaluating ongoing
activities, and correcting performance that deviates from the standards.
Managers begin by establishing specific criteria outlining how they want a company's
tasks performed. Based on company objectives, managers determine the
performance standards in order for the company to attain its goals. Performance
standards may take the form of qualitative and quantitative criteria. Examples of
performance standards are budgets, projections, pro forma statements, and
production, sales, or quality initiatives. Successful managers usually rely on a
feedback system to see how employees are responding to performance standards;
this allows managers to identify problems before they develop into crises.
During the second stage of the control process, evaluation, managers determine
how closely their subordinates' or department's performance matched up with preset
standards. Of import is the manager's acceptable range of deviation, or the degree to
which actual performance can vary from the standard before corrective action is
necessary. In addition, managers must factor into the performance comparison
influences outside of the control of their unit. They must also devise a means of
communicating results to subordinates in a constructive manner.
If measured results deviate outside of an acceptable range, the manager must take
corrective action. Corrective action may mean simply readjusting the preset
standards to reflect more realistic goals. Or, the manager may have to analyze the
process that lead to the deviation and then act to make changes. For instance, if a
production line fails to meet quality goals the manager may choose to rearrange
work teams or change the financial incentive system to emphasize quality. The
manager may also determine that the departmental budget needs to be revised to
increase spending on quality control.
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To be effective, managers must design control systems that are based on

meaningful and accepted standards. If standards are too high, subordinates are
likely to lose motivation or become frustrated. Standards should also be based on
the overall goals of the organization rather than on the narrow objectives of one
department or division. The control process should emphasize two-way
communication so that controls are understood by subordinates and managers are
able to effectively set standards and evaluate performance, taking into account the
workers' perspective. In addition, standards and controls should be flexible enough
to accommodate emerging problems and opportunities. Most importantly, controls
should be used only when necessary so that they don't unnecessarily obstruct
creativity and drive.
MANAGERIAL ROLES AND SKILLS
In addition to the five basic managerial functions defined by the process approach, a
number of ancillary roles can be identified (depending on the position and
responsibilities of individual managers) that are necessary to perform the functions.
These roles take the form of interpersonal roles, information roles, and decision
maker roles. As part of their interpersonal roles, managers are generally expected to
act as figureheads and leaders for their units or organizations, which entails
performing ceremonial duties or entertaining associates. Managers also act as
liaisons, working with peers in other departments or contacts outside of the
organization. The liaison role requires managers to have contact with peers,
customers, executives, and others.
As part of their information role, managers monitor the business environment and
gather information that affects their departments. In addition to gathering information,
managers also distribute it among their employees. Managers play the information
role by acting as spokespersons by providing information about the company to the
public. Furthermore, top-level managers often must interact with the government,
consumer groups, industry associations, and other organizations.
As part of the decision maker role, managers constantly oversee and observe their
units, resolving problems and disturbances, and developing a big picture of the
department and its place in the organization. Likewise, managers must be
negotiators to help secure resources for their team or group and to elicit cooperation
from other groups or individuals inside and outside the company. As decision
makers, managers also allocate resources, determining how to distribute limited
resources within specific units to achieve maximum effectiveness. This role also
involves entrepreneurial skills, because managers must generate ideas about
improving their units' performance.
To succeed in their various roles, managers must possess a combination of skills

from three broad groups: technical, conceptual, and relationship. Technical skills
refer to knowledge of processes, tools, and techniques particular to a company or
industry. For instance, sales managers who have never worked as field
representatives might lack knowledge that would be important in setting sales goals
and compensations systems. Conceptual skills allow managers to view each unit as
part of the entire organization, and the company as part of a larger industry.
Conceptual skills are particularly important for developing long-range goals and
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solving problems. Finally, relationship skills are those that the manager uses to
communicate effectively and work with others.
Effective managers at all levels typically possess an advanced set of relationship

skills, particularly in management structures that stress communication and
cooperation (e.g., matrix). In general, managers at the top of the management
pyramid require a higher degree of conceptual skills. In fact, as managers assume
more responsibility and become less involved with day-to-day activities, technical
knowledge becomes secondary. Middle managers, on the other hand, usually must
possess a roughly equal amount of conceptual and technical knowledge. Finally, line
managers near the bottom of the pyramid depend primarily on technical, rather than
conceptual, skills.
CONTEMPORARY ISSUES IN MANAGEMENT
In the 1990s, two different types of senior manager began to emerge in response to
the general trend toward specialization and downsizing: the specializing generalist
and the generalizing specialist. Because of the stock market crash in 1987,
companies in the 1990s sought upper-level specializing generalist managers, that is,
general managers who specialized in one area, corporate restructuring and cost
cutting, in particular. These managers focused largely on implementing policies that
led to reducing costs, such as closing plants and laying off workers. Entrepreneurs
who launch multiple businesses sometimes are referred to specializing generalists.
Entrepreneurs often learn an array of general business skills because they perform a
variety of tasks during the company start-up phase.
Alternatively, generalizing specialist managers generalize an area of expertise

across the various management functions. For example, a senior manager with a
marketing background might generalize the marketing management approach
across an entire company. As a consequence, for example, such a manager might
allocate funds only for research projects that have a proven potential market.
Moreover, with the globalization of many industries in the 1980s and 1990s,
managers increasingly must possess a global perspective as well as the skills to
work with managers and employees from other countries. More and more managers
must be able to collaborate with companies from other countries when South African
companies form multinational alliances with other companies. Consequently,
managers must be able to perform their five basic functions—planning, organizing,
staffing, leading, and controlling—in multinational settings. Economic globalization
makes skills such as influence, negotiation, and conflict resolution indispensable.
Other contemporary issues in management include productivity, quality, innovation,

and ethics, some of which also stem from globalization. Since other countries such
as Japan have surpassed the United States in productivity, managers of companies
of all sizes must address the problem of productivity in order to remain competitive.
International competition also has caused renewed concern for quality, forcing
managers of a variety of companies, such as automobile, computer, and electronics
manufactures, to strive for greater quality. In addition, innovation became a key issue
in management in the 1990s in response to a host of factors, including changes in
the economy, various industries, consumer preferences, and international relations.
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Finally, because of the growing demand from customers and workers that
companies act in a socially responsible manner, managers must make sure that a
company's actions and policies are ethical, particularly in the areas of the
environment and human rights.
1. Explain how systems and processes are designed to enable

communication between the respective role players in the IDP
process. (10marks)
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AC4. DESIGNING IDP SYSTEMS AND PROCESSES
Communication mechanisms
For effective alignment process communication links are set between local and
district municipality and role-players as well as within the local municipal units.
Communication between local municipality and district municipality will be by: -
 Fax/Email
 Telephones
 Workshops and meeting
Events and Timeframes
There are certain events for both district and local municipality IDP Review
processes that need to be aligned. The timeframe is attached as annexure F and will
be distributed to the stakeholders during the first forum meeting.
Establishment of a representative structure (forum)
Identified role-players will attend the district level workshop and meeting. These role-
payers will constitute a district forum. (see 79 committee) see annexure C8
Logistic requirements
 The committees will organize all district level workshops and meetings
 Municipalities will budget for the attendance of district level workshop.
District Management Structure
To ensure proper co-ordination and progress during the review process among all
local municipalities a district management structure will be established to ensure
alignment and following people will form part of the management structure.
 Six IDP Managers (5 from local and 1 from district)

 PIMSS Centre representative
 Provincial IDP co-coordinator
This management structure will meet after completion of each phase of the IDP.
Dispute and Differences resolution
 In case there is a dispute or differences with regard to the process the

following will be affected
 District management structure will resolve any differences and disputes.
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 The management structure decision will be final and binding to all local
municipalities and district municipality.
 -The decisions will be based on consensus
Everybody will be act participating in good faith
Each Municipal council must, within a prescribed period after the start of its
elected term, adopt a single, all inclusive and strategic plan for the development
of the municipality which-
a. Links integrates and coordinates plans and takes into account proposals for
the development of the municipality;
b. Aligns the resources and capacity of the municipality with the implementation
of the plan;
c. Complies with the provisions of this Chapter; and
d. Is compatible with national and provincial development Plans and planning
requirements binding on the municipality in terms of legislation.
In terms of the core components of integrated development Plans, Chapter 5 and

Section 26 ) of the Municipal Systems Act (2000) indicates that:, An integrated
development plan must reflect-
a) The Municipal council’s vision for the long term development of the
municipality with special emphasis on the municipality’s most critical
development and internal transformation needs;
b) An assessment of the existing level of development in the municipality, which
must include an identification of communities which do not have access to
basic Municipal services;
c) The council’s development priorities and objectives for its elected term,
including its local economic development aims and its internal transformation
needs;
d) The council’s development strategies which must be aligned with any national
and provincial sectoral plans and planning requirements binding on the
municipality in terms of legislation;
e) A spatial development framework which must include the provision of basic
guidelines for a land use management system for the municipality;
f) The council’s operational strategies;
g) Applicable disaster management plans;
h) A financial plan, which must include a budget projection for at least the next
three years; and
i) The key performance indicators and performance targets determined in terms
of section 41.
(iii) Key Elements to be addressed during 2010/2011 review process
(a) Draft IDP Assessment from Provincial steering committee
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Comments received from the various Provincial Steering Committee role-players

including other stakeholders in the assessment of the Draft IDP Review
documentation for 2009/2010
(b) MEC Panel Comments
Responding to comments to be issued by the MEC Panel on the Final IDP

Review documentation for 2009/2010
(c ) Municipal Assessment
Responding to shortcomings and weaknesses to be identified through municipal

self-assessment.
(d) New Council Priorities
New Council Priorities will be identified during a Strategic Workshop for

councilors and staff, to be conducted during the analyses phase. Where focus
will be to review council’s vision , mission , objectives and strategic components
of the IDP.
(e) The municipality’s focus will also be to Identify and develop long outstanding
policies/plans that are crucial in development of the municipality. In this
financial year we will be looking at sourcing funding from other stakeholders
for the development of identified new policies e.g. Environmental
Management Plan funding to be sourced from DBSA
ORGANIZATIONAL /INSTITUTIONAL ARRANGEMENT
(i) Established Internal Structures with roles and Responsibilities
The municipal council is formed by eight (8) ward councillors and seven Party
Representatives Councillors , the responsibility of Council in IDP Development is to
 To adopt a process plan ;

 Be responsible for the overall management and coordination of the planning process;
 Adopt and approve the final IDP and ;
 Ensure that annual business plans, budget and related development activities are based on
approved IDP.
Executive Committee
The Executive Committee is formed by three councillors (3) and it is therefore responsible for :-
 Manage through the Municipal Manager

 Ensure legislative compliance by recommending the IDP review process to the Council and
 Recommending the IDP revision and adoption to the Council
 The Mayor , as an Executive Committee Chairperson is also responsible for chairing the IDP
Representative Forum
 Allocate resources for reviewing the IDP
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( c ) IDP Steering Committee
An IDP Steering Committee is formed by all Heads of Department and other senior officials, their
responsibility is to :
 Prepare the IDP review process plan

 Identify resources people
 Coordinate and manage the components of the planning process, including Stakeholders
meetings, Meeting deadlines, Horizontal and vertical aligns, Compliance with national and
provincial requirements
 Provide terms of reference for all reviewing and planning activities
 Commission IDP planning studies, programs and projects
 Process, summarize and document outputs from subcommittees, teams etc
 Recommend amendments to the contents of the IDP
 Prepare, facilitate and document meetings and workshops
 Ensure alignment and participation in the determination and prioritization of plans and
programs in the spirit of cooperative governance
(ii) Identified Internal Role players and their responsibilities
(a) The Mayor
As the Chairperson of the Executive Committee has to
 Ensure legislative compliance by, recommending to the Municipal Council

the adoption of the process plan, and of the IDP.
 Have an input on the process plan
 Approve structures of communication to be established e.g.
Representative Forum, Steering Committee and other committees.
 Chair the IDP Representative Forum (Mayor)
(b) The Municipal Manager
The Municipal Manager will delegate these functions to the IDP Manager, but remain
accountable for the overall IDP process as dictated by Municipal Systems Act 2000.
Amongst other, the following responsibilities have been allocated to the IDP
Manager for the IDP Process:
 To ensure that the Process Plan is finalised and adopted by Council;

 To adjust the IDP according to the proposals of the MEC;
 To identify additional role-players to sit on the IDP Representative Forum;
 To ensure the continuous participation of role players;
 To monitor the participation of role players;
 To ensure appropriate procedures are followed;
 To ensure documentation is prepared properly;
 To carry out the day-to-day management of the IDP process;
 To respond to comments and enquiries;
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 To ensure alignment of the IDP with other IDP’s within the District
Municipality;
 To co-ordinate the inclusion of Sector Plans into the IDP documentation;
 To co-ordinate the inclusion of the Performance Management System
(PMS) into the IDP;
 To submit the reviewed IDP to the relevant authorities
(c) Officials
All municipal officials are responsible for implementing the IDP through:
 Provision of full support to the Assistant Manager: IDP Manager; by

 Submitting all departmental plans , budget and other relevant information
for the compilation of the IDP
 Senior officials to seat on the IDP Steering Committee
 Ensure proper alignment of departmental plans
 To be committed in providing ideas, opinions with regard to the accessing
of funds for developmental projects
(d) Ward Councillors
Ward councillors will play a crucial role in the preparation of the IDP process, both in
terms of the technical and community participation process. They will act as the
main interface between the council and communities. Primary responsibilities would
include:
 Organising public consultation and participation at ward level;

 Dissemination of the information from council to constituents and visa versa ;
 Identification of issues and projects at a ward level;
 Participating in the approval and ongoing monitoring of approved IDP;
 Identify and encourage unorganised groups to participate in the IDP process.
(d) Ward Committees
Ward Committees are the structures established to ensure proper flow of information
between the municipalities, ward Councillors and the community, they are
responsible for:
 Submission of community priorities to the ward councillor at ward committee

meetings;
 Effective in all programs of the municipality, e.g IDP, Budget, Events etc
 Participating in the IDP Forum
(e) Traditional Leaders (Amakhosi)
The are four Traditional Leaders with jurisdiction of Municipality
 Form part of the municipal planning and

 Implementation programs, as per MSA S29
 Co-operation with the local municipality
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 Participate in the IDP Representative Forum
C. EXTERNAL ROLE PLAYERS
District Municipality will have the same role as but only in the preparation of District
IDP framework but the role of district municipality on a local level is the coordination
of IDP processes of local municipalities and this include :
 Ensuring the horizontal alignment of IDP’s of the municipalities in the district

area;
 Ensuring the horizontal alignment between the district and local planning;
 Facilitation of vertical alignment of IDPs with the sphere of government and
the sector departments;
 Preparation of joint strategy workshops with local municipalities, provincial
and national role players and other subject specialists;
 Providing a technical support to the local municipalities within the district;
 Establishment of intergovernmental structures
(ii) National and Provincial Department for Local Government (DPLG

&KZNLGTA) is responsible for :-
 Provision of financial support to the Local Municipality in the form of grants,

 Provide training and workshops on IDP
 Participate on IDP Representative Forum
 Assist in provision of sector plans
 Assist in proving relevant and update of departments yearly programmes.
 Supervise the progress of the IDP process
 Provide comments on Draft IDP
 Continuously interact with Local Municipalities
(iii) Professional Service Providers
 Provision of technical expertise to the municipality

 Assist in facilitation of IDP workshops
 Assist in Spatial Development Framework and Land Use System
 Assist in drafting of business plans
1. Demonstrate components that must be included during the

designing of an integrated development plan. (5marks)
2. Identify the factors that can affect the implementation of an
IDP (10marks)
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3.5 AC5.TERMS OF REFERENCE AND A CODE OF CONDUCT FOR

IDP ORGANISATIONAL ARRANGEMENTS
The municipality has to establish a set of organisational arrangements to

institutionalise the participation process, effectively manage the drafting of outputs
and give affected parties access to contribute to the decision-making process.
Organisational arrangements should be based on the following principles:
 public participation to be institutionalised => ensure all residents have equal

right and opportunity to participate
 structured participation is about who is to participate , on behalf of whom, on
which issues, to what effect and through which organisational mechanism?
The following organisational structure is recommended to manage the drafting of the

I D P plan for the Municipality. The following paragraphs will deal with the Terms of
Reference for each of the organisational stakeholders
Council
EXCO EDP
Portfolio
MM & or I D P
Manager
IMS / I D P SC
Stakehold
er Project
Structure Task
s
Ward Teams
I D P
Committe Repr.Forum
es
Council / EXCO / EDP Portfolio
Terms of Reference:
 Manage the drafting of I D P and co-ordinate planning process
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 Assign responsibilities to the MM and or IDP Manager

 Adopt process / framework / IDP
 Adjust IDP
 Planning process is related to the real priority / burning issues in the
municipality, that it is strategic and implementation oriented
Municipal Manager / IDP Manager
Terms of Reference:
 Champion the IDP process

 IDP manager responsible for drafting the process plan
 Authority to involve role players
 Responsible for day to day management of process, with due consideration
of time, resources, people
a) Involvement of all stakeholders including officials
b) Adherence to time frames
c) Align planning process horizontally and vertically
d) Provide conditions for participation
e) Document outcomes
 Chair the SC
 Manage consultants
IDP Steering Committee / IMS
Terms of Reference:
 Technical working team of senior officials in support of MM to ensure

integration and support for the planning process
 Provide Terms of Reference for the various planning activities
 Commissions research studies and specialist input
 May establish sub-committees
 Considers and comments on inputs from the sub-committees / study teams
and consultants and inputs from provincial / sector dept’s and service
providers
 Processes, summarises and documents outputs
 Makes content recommendations
 Prepares, facilitates and document outcomes of meetings
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Chair: MM
Secretariat Administrative
support in respect of;
H O D’s & senior logistics of
officials & Town workshops,
Treasurer dissemination of info
and invitations
IDP Representative Forum
Terms of Reference:
 To institutionalise participation in integrated development planning

 Membership to ensure geographical and social representation
 Members to have mandate to represent the interests of their constituents in
the integrated development planning process
 Provide an organisational mechanism for discussion, negotiation and
decision-making between the stakeholders and municipal government
 Ensure communication between all stakeholders representatives and the
KwaDukuza Municipality
 Monitor performance of the planning process
 Represent interests and contribute knowledge and ideas in the planning
process by: Participating in the IDP Repr Forum to:
a) Inform interest groups, communities, organisations on relevant planning

activities and outcomes
b) Analyse issues, determine priorities, negotiate and reach consensus
c) Participate in designing project proposals and / or assess them
d) Discuss and comment on the draft integrated development plan
e) Comment on and discuss alignment of annual business plans and budget
with integrated development plan
f) Conducting meetings / workshops with groups, communities or
organisations to prepare for and follow-up on relevant planning activities
Code of Conduct:
 Meeting schedule (frequency and attendance ) every six weeks and at least once
for every phase
 Agenda, facilitation and documenting of meetings – IDP management
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 Understanding of members of their roles and responsibilities in respect of their

constituencies
 Feed back to constituents
 Require simple majority for decisions
Chairperson:
Secretariat: IDP Steering Committee Member
 EDP / EXCO members

 Sector / Dept. Representatives – ad hoc - if and when
required
 Councillors and DC Councillors
 Traditional leaders – if any
 Ward Committee chairpersons / Representatives
 HOD’s – IMS
 Stakeholder Reps. – organised groups
 Advocates for unorganised groups
 Resource persons
 Other community Reps. – e.g. environment, churches, youth,
women, etc.
Dispute resolution as per institutional structures recommendations – role of

provincial department
Draw up terms of Reference and a code of conduct are drawn up for

the respective IDP related structures and forums.
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UNIT 4: CAPACITATE THE VARIOUS ROLE

PLAYERS IN THE MUNICIPALITY
Learning Outcomes:
The following learning outcomes are covered in this unit.
 Roles and responsibilities of the various role players in the

IDP process are outlined.
 A communication program is set up to raise awareness on
and promote engagement with the IDP approach and process
as contextualised in the specific municipality.
 A capacity building programme is set up to enable the various
role players to understand and internalise the IDP principles
and approach, and to effectively contribute towards.
 Ward and community based planning processes and
structures are developed within the context the integrated
development planning process in a municipality.
4. INTRODUCTION
Integrated development planning is an approach to planning that is aimed at

involving the municipality and the community in finding the best solutions towards
sustainable development.
An Integrated Development Plan (IDP) is a super plan for an area that gives an
overall framework for development. It aims to co-ordinate the work of local and other
spheres of government in a coherent plan to improve the quality of life for all the
people living in an area. It takes into account the existing conditions and problems
and resources available for development.
It is a process through which municipalities prepare a strategic development plan

that extends over a five-year period. The IDP is the principal strategic planning
instrument that guides and informs all planning, budgeting, management and
decision-making processes in the municipality. Through Integrated Development
Planning, this necessitates the involvement of all relevant stakeholders, a
municipality:
 Identifies its key development priorities

 Formulates a clear vision, mission and values
 Formulates appropriate strategies
 Develops the appropriate organisational structure and systems to realise
the vision and mission
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 Aligns resources with developmental priorities
In terms of the Municipal Systems Act, Act 32 of 2000, all municipalities have to
undertake an IDP process to produce IDPs. As the IDP is a legislative requirement it
has a legal status and it supersedes all other plans that guide development at local
government level. In a nutshell, the IDP process entails:
 An assessment of the existing level of development and the identification

of key development priorities.
 The vision and mission statements for the long-term flow from the
aforesaid, with specific reference to critical developmental and internal
transformational needs.
 The development strategies and objectives will be directed at bridging the
gap between the existing level of development and the vision and mission.
A very critical phase of the IDP process is to link planning to the municipal budget
(i.e. allocation of internal or external funding to the identified projects) because this
ensures that the IDP directs the development and implementation of projects.
After approval of this plan by the municipal council, all development and projects
must comply with the stipulations of the IDP. All other plans and strategies by the
municipality are secondary to the IDP. The IDP is the only overarching plan guiding
development in its jurisdiction, and even the budget must comply with the contents of
the IDP.
Local Economic Development
After an extensive analysis (Economic Strategy - Strategic Issues and Informants,

2005) of economic potentials, the Municipality identified the following strategic
themes to inform its LED strategy:
 Retention, growth and development of local resources and attraction of

external resources for investment.
 Plugging the leaks: Resource circulation in local region.
 Institutional systems to facilitate LED.
The LED Steering Committee, which is representative of the major interests in the
local economy, has prioritised proposed interventions and actions to promote the
local economy. The focus of the implementation strategy falls on actions prioritised
for the first three years of the application of the strategy.
The prioritised interventions, organised by theme, are:
 Human resource development

 Entrepreneur development
 Job creation
 Branding
 Land ownership
 Capital availability
 Nodal development
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 Enabling environment
Strategic Support Services: Performance Management System
The Performance Management System, a requirement of the Municipal Systems Act,

Act 32 of 2000, is an essential management system that helps structure internal
resources and then monitor and evaluates their effectiveness. This provides the
possibility for continuously improving the use of resources. Performance
management fulfils monitors and evaluates the integrated development plans and
broader activities of the municipality.
The Council has adopted a performance management system to ensure

accountability to our stakeholders, to enhance performance and learning and to
ensure our compliance with the Systems Act. In terms of Section 39 (c) of the Act, a
municipality is required to submit its Performance Management System to the
Council for adoption.
Performance is regularly monitored, measured and reviewed so that corrective

action can be implemented. This part of the process is known as “operationalising”
and is effected by means of Plan-Do-review (PDR) sessions at the respective
management levels. Performance in respect of targets set for Key Performance
Indicators supporting the objectives in the Municipal Strategic map is measured at
management meetings, overseen by the Municipal Manager.
A revised Business Plan for the Municipality was developed at a strategic session
during 2005, and in the interim it has been cascaded to each of the municipality’s
services delivery areas.
Local authority arrive at crucial decisions on its destination and appropriate ways to
arrive there – strategic statements to be prepared in an integrated manner.
Strategic approach implies mechanisms to manage conflict.
Sector alignment in the strategies phase comprises two different types:
 Align to legal planning requirements related to formulation of sector-specific

objectives and strategies, i.e. service levels, water demand, and transport and
infrastructure provision.
 Align to compliance requirements which represent cross-cutting dimensions
(environment, spatial, economic, engineering, etc.). Use principles in the first
phase to design objectives and strategies.
MECHANISMS AND PROCEDURE FOR ALIGNMENT
The IDP planning process is a local process but development within the municipality
is influenced by inputs and the support from other government spheres. The
activities of the local, district municipality, provincial and national departments need
to be aligned to synthesize and to integrate planning process. There is a need of
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aligning our IDP planning process with Free State Growth and Development
Strategy`
There are two main areas of alignment that need to be addressed during this
process.
 Between Local and District municipality: - Ensure co-ordination of planning

 Between Local and other spheres of government and service providers: -
Ensure compliance with both national and provincial policies and strategies
for allocation of departmental budgets and conditional grants.
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level.
4.1 AC1.ROLES AND RESPONSIBILITIES OF THE VARIOUS ROLE

PLAYERS IN THE IDP PROCESS
 For alignment of activities such as localized strategic guidelines as well as

technical inputs or project planning, role-players need to be identified. It is
important to write competent resource personnel or specialist to relevant
meetings during alignment process.
DISTRIBUTION OF ROLES AND RESPONSIBILITIES BETWEEN THE

MUNICIPALITY AND EXTERNAL ROLE-PLAYERS
Local Municipality Prepare, decide on and adopt a Process Plan
Undertake the overall management and co-ordination of the

planning process which includes ensuring that
 All relevant actors are appropriately involved

 Appropriate mechanisms and procedures for public
consultation and participation are applied
 The planning events are undertaken in accordance
with the time schedule
 Planning process is related to the real burning issues
in the municipality, that it is a strategic and
implementation-oriented process
 The sector planning requirements are satisfied.
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Adopt and approve the IDP
Adjust the IDP in accordance with the MEC for Local

Ensure that the annual business plans, budget and land use
management decisions are linked to and based on the IDP.
Residents,  To represent interests and contribute knowledge and

Communities and ideas in the planning process by:
stake holders in civil  Participating in the IDP Representative Forum to
society a) Inform interest groups, communities and
organizations, on relevant planning activities
and their outcomes.
b) Analyze issues, determine priorities, negotiate
and reach consensus.
c) Participate in the designing of project
proposals and/or assess them.
d) Discuss and comment on the draft IDP.
e) Ensure the annual business plans and
budgets are based on and linked to the IDP
f) Monitor performance in implementation of the
IDP
 Conducting meetings or workshops with groups,
communities or organizations to prepare for and
follow-up on relevant planning activities.
District Municipality Co-ordination roles for Local municipalities
Ensuring horizontal alignment of the IDPs of the

municipalities in the District Municipality Area.
Ensuring vertical alignment between district and local

planning
Facilitation of vertical alignment of IDPs with other spheres

of government and sector departments
Preparation of joint strategy workshops with local

municipalities, provincial and national role-players and other
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subject matter specialists.
Provincial  Ensuring horizontal alignment of the IDPs of the

Government district municipalities within the Free State.
 Ensuring vertical/sector alignment between provincial
*Local Government sector departments/provincial strategic plans and the
IDP process at local/district level by:
Department a) Guiding the provincial sector departments
participation in and their required contribution
Sector Departments to the municipal planning process.
and Corporate b) Guiding them in assessing draft IDPs and
Service Providers aligning their sectoral programmes and
budgets with the IDPs
 Efficient financial management of provincial IDP
grants
 Monitoring the progress of the IDP processes.
 Facilitation of resolution of disputes related to IDP
 Assist municipalities in the IDP drafting process
where required.
 Co-ordinate and manage the MECs assessment of
IDPs
 Contribute relevant information on the provincial
sector departments plans, programmes, budgets,
objectives, strategies and projects in a concise and
accessible manner.
 Contribute sector expertise and technical knowledge
to the formulation of municipal strategies and
projects.
 Engage in a process of alignment with district
municipalities.
 Participate in the provincial management system of
co-ordination.
Support External service providers may be engaged for:

Providers/Planning
Professionals Providing methodological/technical guidance to the IDP
process
Facilitation of planning workshops
Documentation of outcomes of planning activities
Special studies or other product related contributions
Support to organized and unorganized groups an members
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of the community to more effectively engage in and

contribute to the planning process
Ensure the IDP is aligned with provincial and national

departments’ budgets.
DISTRIBUTION OF ROLES AND RESPONSIBILITIES WITHIN THE

MUNICIPALITY
Municipal Council As the ultimate political decision-making body of the

municipality, the Municipal Council have to:
 Consider and adopt the Process Plan

 Consider, adopt and approve the IDP
Executive Committee/ As the senior governing body of the municipality, they have
Executive Mayor/ to:
Committee of
appointed Councilors  Decide on the Process Plan
for the IDP  Be responsible for the overall management, co-
ordination and monitoring of the process and drafting
of the IDP, or delegate this function to the Municipal
Manager.
 Approve nominated persons to be in charge of the
different roles, activities and responsibilities of the
process and drafting.
Ward Councilors Councilors are the major link between the municipal
government and the residents. As such their role is to:
 Link the planning process to their constituencies

and/or wards
 Be responsible for organizing public consultation and
participation
 Ensure the annual business plans and budget are
linked to and based on the IDP
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Municipal Manager The Municipal Manager or a senior official being charged

and/or IDP Manager with the function of an IDP Manager on his/her behalf has to
manage and co-ordinate the IDP process. This includes:
 Prepare the Process Plan

of the planning process.
 Ensure that all relevant actors are appropriately
involved
 Nominate persons in charge of different roles
 Be responsible for the day-to-day management of the
drafting process
 Ensure that the planning process is participatory,
strategic and implementation orientated and is
aligned with and satisfies sector planning
requirements
 Respond to comments on the draft IDP from the
public, horizontal alignment and other spheres of
government to the satisfaction of the municipal
council
 Ensure proper documentation of the results of the
planning of the IDP document
 Adjust the IDP in accordance with the MEC of Local
Heads of As persons in charge of implementing IDPs they have to be

Departments and fully involved in the planning process to:
other Officials
Provide relevant technical, sector and financial information
for analysis for determining priority issues
Contribute technical expertise in the consideration and

finalization of strategies and identification of projects
Provide departmental operational and capital budgetary

information
Be responsible for the preparation of project proposals and

the integration of projects and sector programmes
Be responsible for preparing amendments to the draft IDP

for submission to the municipal council for approval and the
MEC for Local Government for alignment.
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1. Outline Roles and responsibilities of the various role players in the

IDP process are outlined.
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4.2 AC2 ROLES AND RESPONSIBILITIES OF THE VARIOUS ROLE

PLAYERS IN THE IDP PROCESS
Four major functions can be aligned with the public participation process namely:
 Needs identification;
 Identification of appropriateness of proposed solutions;
 Community ownership and buy-in; and
 Empowerment.
(i) Ward Committees
 Ward Committees are utilized as communicating agents to the community.

 They were and are continuously trained on IDP, Budget and PMS and also on
the reporting style, further they seat on IDP Forums and participate in all
Strategic Workshops of the municipality.
(ii) IDP Representative Forum
This forum will represent all stakeholders and will be as inclusive as possible. Efforts will be
made to bring additional organizations into the IDP RF and ensure their continued
participation throughout the process.
(iii) Road shows
 The venues for these meetings will be publicized at the IDP RF as well as through the media
 There are 8 sessions of road shows scheduled for the first round IDP Road
shows
 And, there are also 8 sessions scheduled for the second round IDP road
shows
 For the maximum community participation the municipality holds road shows
per ward, and rotates venues for the benefit of the community at large
(iv) Media
 Community Radio Station will be utilised to make public announcements

where necessary
 internal newsletter publicise all dates of road shows and reports regarding
IDP Matters and provides a space for enquiries.
 Flyers – to be distributed on Public Facilities
 Local Newspaper is commonly used to advertised dates and venues of
meetings and other notices
 Word of mouth – we rely more on ward committees
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E. ALIGNMENT MECHANISMS
(i) Alignment with stakeholders
(a) Vertical Alignment
- The District responsible for Facilitation of vertical alignment of IDPs with the sphere of
government and the sector departments;
(b) Horizontal Alignment
The district municipality is responsible to ensure alignment through Horizontal alignment
ROLES AND RESPONSIBILITIES FOR INTERNAL AND EXTERNAL ROLE PLAYERS
Various role players have been identified and given responsibility to
IDENTIFIED INTERNAL ROLE PLAYERS

PLAYERS ROLES AND RESPONSIBILITIES
The Mayor As the Chairperson of the Executive Committee has to
(Executive
Committee)
- Ensure legislative compliance by,

recommending to the Municipal Council the
adoption of the process plan, and of the IDP.
- Have an input on the process plan
- Approve structures of communication to be
established e.g. Representative Forum,
Steering Committee and other committees.
- Chair the IDP Representative Forum (Mayor)
Municipal Manager The Municipal Manager (accounting officer) or a

delegated official in charge of the IDP is responsible
(Assistant for:
Manager: IDP)
- Managing and co-ordination of the IDP process

- Compile IDP Process plan and submit to council for
adoption;
- Ensure maximized community participation,
- Ensure the involvement of affected stakeholders in
the IDP Process
- Respond to comments received internal and
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externally regarding the draft IDP.

- Ensure legislative compliance with regard to
preparation of the IDP;
- Ensure proper alignment of plans with the District
Municipality and of the Sector Departments;
- Attending all workshops and meetings relating to
IDP in order to make informed decisions; and
- Secure funding for prioritized projects
- Submit the draft IDP to DTLGA within the deadline.
Municipal officials All municipal officials are responsible for implementing the
IDP through:
- Provision of full support to the Assistant Manager:

IDP Manager; by
- Submitting all departmental plans , budget and
other relevant information for the compilation of the
IDP
- Senior officials to seat on the IDP Steering
Committee
- Ensure proper alignment of departmental plans
- To be committed in providing ideas, opinions with
regard to the accessing of funds for developmental
projects
-
Ward Councillors Councilors are regarded as the medium of communication

between the community and the municipality through;
- Delivering of information to the community

- Ensure effective functioning of ward committees in
the IDP Process
- Be committed on informing the community on
municipal plans
- Participating on public meetings and on IDP
Representative Forum
- Be committed to ensure continuous consultation
with the community.
Ward Committees WC’s are the structures established to ensure proper flow
of information between the municipality, ward Councillors
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and the community, they are responsible for:
- Submission of community priorities to the ward

councilor at ward committee meetings;
- Effective in all programs of the municipality, e.g
IDP, Budget, Events etc
- Participating in the IDP Forum
District uThungulu District Municipality is responsible for

Municipality
- Provision of technical support through capacity
building
- Provision of financial support through allocation of
funds for developmental projects
- Organizing ad Co-ordination of alignment meetings
with Local Municipalities,
- Training of Ward Committees and Ward Councilors
on IDP.
- Ensure proper alignment of Local Municipality’s
IDP’s with the District IDP
Traditional Leaders - Form part of the municipal planning and
implementation programs, as per MSA S29
- Co-operation with the local municipality

- Participate in the IDP Representative Forum
IDENTIFIED EXTERNAL ROLE PLAYERS

Government Responsible for :
Departments
- Provision of financial support to the Local

Municipality in the form of grants,
- Provide training and workshops on IDP
- Participate on IDP Representative Forum
- Assist in provision of sector plans
- Assist in proving relevant and update of
departments yearly programmes.
- Supervise the progress of the IDP process
- Provide comments on Draft IDP
- Continuously interact with Local Municipalities
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Service Providers Responsible for:
- Provision of technical expertise to the municipality

- Assist in facilitation of IDP workshops
- Assist in Spatial Development Framework and
Land Use System
- Assist in drafting of business plans
1. communication program is set up to raise awareness on and

promote engagement with the IDP approach and process as
contextualised in the specific municipality
AC3. COMMUNICATION PROGRAM IS SET UP TO RAISE

AWARENESS
The IDP planning process is a local process but development within the municipality
is influenced by inputs and the support from other government spheres. The
activities of the local, district municipality, provincial and national departments need
to be aligned to synthesize and to integrate planning process. There is a need of
aligning our IDP planning process with Free State Growth and Development
Strategy`
There are two main areas of alignment that need to be addressed during this
process.
 Between Local and District municipality: - Ensure co-ordination of planning

 Between Local and other spheres of government and service providers: -
Ensure compliance with both national and provincial policies and strategies
for allocation of departmental budgets and conditional grants.
level.
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For alignment of activities such as localized strategic guidelines as well as technical

inputs or project planning, role-players need to be identified. It is important to write
competent resource personnel or specialist to relevant meetings during alignment
process.
Communication mechanisms
For effective alignment process communication links are set between local and
district municipality and role-players as well as within the local municipal units.
Communication between local municipality and district municipality will be by: -
 Fax/Email
 Telephones
 Workshops and meeting
Events and Timeframes
There are certain events for both district and local municipality IDP Review
processes that need to be aligned. The timeframe is attached as annexure F and will
be distributed to the stakeholders during the first forum meeting.
Establishment of a representative structure (forum)
Identified role-players will attend the district level workshop and meeting. These role-
payers will constitute a district forum.
Logistic requirements
Municipalities will budget for the attendance of district level workshop.
District Management Structure
 To ensure proper co-ordination and progress during the review process

among all local municipalities a district management structure will be
established to ensure alignment and following people will form part of the
management structure.
 Six IDP Managers (5 from local and 1 from district)
 PIMSS Centre representative
 Provincial IDP co-coordinator
This management structure will meet after completion of each phase of the IDP.
Dispute and Differences resolution
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 In case there is a dispute or differences with regard to the process the

following will be affected
 District management structure will resolve any differences and disputes.
 The management structure decision will be final and binding to all local
municipalities and district municipality.
 -The decisions will be based on consensus
 Everybody will be act participating in good faith.
BINDING PLANS AND PLANNING REQUIREMENTS AT PROVINCIAL AND

NATIONAL LEVEL
All binding and guiding national and provincial legislation, programmes, strategies
and available funds should be considered within the IDP to ensure an integrated
process.
During the formulation of the IDP there are certain external requirements and
guidelines will be considered and this differs depending on the prevailing
circumstances
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1. Explain capacity building programme is set up to enable the

various role players to understand and internalise the IDP
principles and approach, and to effectively contribute towards.
2. Explain how communication program is set up to raise
awareness on and promote engagement with the IDP approach
and process as contextualised in the specific municipality.
AC4. A CAPACITY BUILDING PROGRAMME IS SET UP TO ENABLE

THE VARIOUS ROLE PLAYERS
The overall objective of the project is to strengthen the institutional and participatory
development capacity of local government to combat growing poverty in South
Africa’s major municipal districts. It aims to equip the estimated 1 800 local
government elected councillors and officials to better understand and implement
poverty alleviation interventions available to them.
The project is designed to assist in achieving the Millennium Development Goal of

halving global poverty by 2014. This initiative seeks to achieve this by improving the
capacity of domestic elected representatives and government officials at local
government level in South Africa.
It is expected that the elected councillors and government officials accurately identify
the poverty challenges confronting their communities and are made aware of and
encouraged to implement the best practice interventions to address these poverty
challenges. The estimated 16 Million residents of the eight targeted municipalities
will be the final beneficiaries of these interventions.
Two major publications will be distributed to the councillors and officials during the
course of this project. The “Fast Facts for Municipalities” is a monthly publication with
summary statistics and articles. The “South Africa Survey” is an annual publication
that contains more extensive detail on various topics about South Africa. Both
publications cover statistics and other information based on topics such as
demographics, the economy, business and employment, education, health and
welfare, living conditions and communications, crime and security, as well as politics
and governance.
These publications will be a vehicle to distribute municipal data and research

findings to the target groups. They will also make the councillors and officials aware
of the broader socio-economic trends in South Africa. This will assist them to better
understand how their challenges are often a function of more general trends. This
will also aid them in adopting intervention strategies that account for such broader
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trends. They will also be better equipped to compare development trends in their
municipal authorities with those of other authorities, provinces and national
government.
In the UNDP’s 2008–2013 “strategic plan for development” capacity building is the “organization’s
core contribution to development.” The UNDP promotes a capacity building approach to
development in the 166 countries it is active in. The UNDP focuses on building capacity on an
institutional level and offers a 5–step process for systematic capacity building.[7] The steps are:
1. Engage stakeholders on capacity development
An effective capacity building process must encourage participation by all those

involved. If stakeholders are involved and share ownership in the process of
development they will feel more responsible for the outcome and sustainability of the
development. Engaging stakeholder’s who are directly affected by the situation
allows for more effective decision-making, it also makes development work more
transparent. UNDP and its partners use advocacy and policy advisory to better
engage stakeholders.
2. Assess capacity needs and assets
Assessing preexisting capacities through engagement with stakeholders allows

capacity builders to see what areas require additional training, what areas should be
prioritized, in what ways capacity building can be incorporated into local and
institutional development strategies. The UNDP argues that capacity building that is
not rooted in a comprehensive study and assessment of the preexisting conditions
will be restricted to training alone, which will not facilitate sustained results.
3. Formulate a capacity development response
The UNDP says that once an assessment has been completed a capacity building
response must be created based on four core issues:
A. Institutional arrangements- assessments often find that institutions are inefficient

because of bad or weak policies, procedures, resource management, organization,
leadership, frameworks, and communication. The UNDP and its networks work to fix
problems associated with institutional arrangements by developing human resource
frameworks “cover policies and procedures for recruitment, deployment and transfer,
incentives systems, skills development, performance evaluation systems, and ethics
and values.”
B. Leadership-the UNDP believes that leadership by either an individual or an

organization can catalyze the achievement of development objectives. Strong
leadership allows for easier adaption to changes, strong leaders can also influence
people. The UNDP uses coaching and mentoring programmers to help encourage
the development of leadership skills such as, priority setting, communication and
strategic planning.
C. Knowledge- The UNDP believes knowledge is the foundation of capacity. They

believe greater investments should be made in establishing strong education
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systems and opportunities for continued learning and the development of

professional skills. They support the engagement in post-secondary education
reforms, continued learning and domestic knowledge services.
D. Accountability- the implementation of accountability measures facilitates better

performance and efficiency. A lack of accountability measures in institutions allows
for the proliferation of corruption. The UNDP promotes the strengthening of
accountability frameworks that monitor and evaluate institutions. They also promote
independent organizations that oversee, monitor and evaluate institutions. They
promote the development of capacities such as literacy and language skills in civil
societies that will allow for increased engagement in monitoring institutions.
4. Implement a capacity development response
Implementing a capacity building program should involve the inclusion of multiple

systems; national, local, institutional. It should involve continual reassessment and
expect change depending on changing situations. It should include evaluative
indicators to measure the effective of initiated programs.
Evaluate capacity development
Evaluation of capacity building promotes accountability. Measurements should be

based on changes in an institutions performance. Evaluations should be based on
changes in performance based around the four main issues: institutional
arrangements, leadership, knowledge, and accountability.
The UNDP integrates this capacity building system into its work on reaching the Millennium
Development Goals(MDGs). The UNDP focuses on building capacity at the institutional level
because it believes that “institutions are at the heart of human development, and that when they
are able to perform better, sustain that performance over time, and manage ‘shocks' to the system,
they can contribute more meaningfully to the achievement of national human development goals.”
Ward and community based planning processes and structures
Public participation in South Africa forms an integral part of our democracy. It is

viewed as a democratic process of engaging people in decision-making, planning
and generally allowing them to play an active part in their own development.
The legislative framework in South Africa mandates local government – the sphere
of government closest to the people – to create spaces and facilitate public
participation. Ward committees are the structure through which the public is meant to
participate in local government processes; however, research shows that this
structure lacks the capacity needed to perform its duties as it should.
Various local municipalities throughout South Africa have seemingly taken their
mandate to heart and prioritised public participation in municipal planning processes
by introducing a ward-planning system. This is viewed by many scholars as a
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positive undertaking that not only allows for maximum participation of ward
communities, but one that has a lasting impact in transferring skills to local people,
capacity building of ward committees and the empowerment of communities.
The ward-planning model is integrated into the local government planning system, is
replicable, and brings poor people into the planning and management of
programmes and projects that affect them in partnership with the municipality.
This model brings to reality the ‘participatory governance’ enshrined in South African
planning legislation. Communities have always been viewed as the ‘problem’, and
have been excluded from taking part in development. The ward-planning system
builds on communities’ indigenous knowledge, resources and experience in
planning.
The ward-planning model requires an external facilitator – in most instances an

experienced NGO in local government planning and community development – to
guide the process. The planning process involves, but is not limited to, the following
elements:
 An analysis of livelihoods of the socio-economic groups

 An overview and assessment of services provided in the ward
 Prioritised key issues in the ward
 Developing an action plan for the ward
 Implementing actions by community, municipality and others
 Monitoring and evaluation
Various players come to the table during the planning exercise, and each has
different roles. The municipality owns the municipal-level phase, providing some
resources to the wards and managing the planning process. The community
develops and owns the ward plans. The ward committee manages the community
process and monitors the implementation of the ward plans and decisions taken by
the community. The NGO facilitates the planning process and offers technical
support during implementation.
Crucial pre-conditions that need to be put in place to ensure a successful planning

exercise can be summarised as follows:
 There has to be a political commitment from the municipality to see the ward-
planning programme through
 Technical support to the wards has to be ensured
 Administrative support by local government to participatory processes has to
be ensured
 The local municipality has to avail funds for communities to implement some
of the prioritised projects, even though the rest of the ward plans would feed
into the IDP process
 CSOs (ie NGOs, CBOs) provide technical support to the process
 Stakeholders and a local facilitator to champion the process – these are
normally the CSOs
US ID: 255578 116

Municipality, in piloting the community-based planning methodology, focuses on

linking this with the municipal planning processes. The municipality availed an
amount of R10 000 to three of its wards. These ward communities were supported
by the CARE NGOs in their planning process.
The action plans from the pilot wards outlined three categories of activities:
a) Activities the community could undertake on their own without outside

assistance
b) Activities the community could undertake on their own with some/limited
outside assistance – they also identified possible partners
c) Activities to be undertaken by the municipality
The municipality planned to roll the process out to all of its wards but this process
coincided with local government elections. Sadly, the new political and administrative
leadership of the municipality has not prioritised the value of rolling out the ward-
planning process in the municipality.
1. Discuss the ways capacitating IDP stake holders (10marks)

2. List down the possible programmes that can be adopted to
ensure proper service delivery. (10marks)
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Portfolio Activity: Assignment 3 SO1-4
1. 1.Explain the methodology for stakeholder identification and

analysis with reference to municipal specific contexts (5)
2. Identify relevant processes, committees and forums which
ensure that senior management guide, and municipal officials
(10)
3. Explain the relevant structures, such as the IDP
Representative Forum, IDP Steering Committee are set in
place (10)
4. Draw the terms of Reference and a code of conduct are drawn
up for the respective IDP related structures and forums. (10)
5. Outline the roles and responsibilities of the various role
players in the IDP process (10)
TOTAL= 45
Resources:
 Read more: Management - duties, benefits

http://www.referenceforbusiness.com/encyclopedia/Kor-
Man/Management.html#ixzz1d0dlrhiq
 Article Source: http://ezinearticles.com/2655974
 Strengthening Women's Participation in Local Governance:
Lessons and Strategies', Community Development Journal,
vol. 46, no. S1, pp. 36-50
 National Policy Framework on Public Participation: DPLG
(2005)
Municipal Systems Act, 32 of 2000
 Municipal Structures Act, 117 of 1998
 http://www.caresa-lesotho.org.za/documents
 http://www.buffalocity.gov.za/news2006/nov
 http://www.makana.gov.za/documents
US ID: 255578 118

SELF ASSESSMENT
Self Assessment:
You have come to the end of this module – please take the time to
review what you have learnt to date, and conduct a self assessment
against the learning outcomes of this module by following the
instructions below:
US ID: 255578 119

Rate your understanding of each of the outcomes listed below :
Keys :  - no understanding
 - some idea
 - completely comfortable
SELF
RATING
NO OUTCOME
  
1 Identifying and engaging the participation of all relevant
stakeholders to ensure and win support for appropriate public
participation in the IDP process.
2 Identifying all the relevant mechanisms required to ensure
maximum participation in IDP process.
3 Establishing the relevant institutional and governance
arrangements and structures to develop, monitor and review
the IDP.
4 Capacitating the various role players to understand,
effectively take part in, and implement the IDP process and
strategic priorities of the municipality.
Complete the mind map below by listing the main point you remember from the
module you have just completed.
__________________
 Identifying and engaging the participation __________________
of all relevant stakeholders to ensure and __________________
win support for appropriate public
participation in the IDP process. __________________
 Identifying all the relevant mechanisms __________________
required to ensure maximum participation
in IDP process. __________________
 Establishing the relevant institutional and __
governance arrangements and structures
to develop, monitor and review the IDP.
 Capacitating the various role players to
understand, effectively take part in, and
implement the IDP process and strategic
priorities of the municipality.
US ID: 255578 120

BBREVIATIONS
DM District Municipality
LM Local Municipality
IDP Integrated Development Planning
OTP Office of the Premier
NSDP National Spatial Development Plan
PGDS Provincial Growth and Development Strategy
SDF Spatial Development Framework
LED Local Economic Development
IGR Intergovernmental Relations
SOE State Owned Enterprises
SDBIP Service Delivery Budget and Implementation Plan
EPWP Expanded Public Works Programme
MDG Millennium Development Goals
MFMA Municipal Finance Management Act
ASGISA Accelerated Shared Growth Initiative of South Africa
NIPF National Industrial Policy Framework
5YLGSA Five Year Local Government Strategic Agenda
US ID: 255578 121

LEARNER EVALUATION FORM
Learning Facilitator Name

Programme Name
Learner name Dates of

(Optional) Facilitation
Employer / Work Date of

site Evaluation
Learner Tip:
Please complete the Evaluation Form as thoroughly as you are able

to, in order for us to continuously improve our training quality!
The purpose of the Evaluation Form is to evaluate the following:
 logistics and support

 facilitation
 training material
 assessment
Your honest and detailed input is therefore of great value to us, and
we appreciate your assistance in completing this evaluation form!
A Logistics and Support Evaluation

No Criteria / Question
Below Standard
Sufficient
Excellent
Standard
Above
Poor
1 Was communication regarding attendance of the

programme efficient and effective?
2 Was the Programme Coordinator helpful and
efficient?
3 Was the training equipment and material used
effective and prepared?
4 Was the training venue conducive to learning (set-up
US ID: 255578 122

for convenience of learners, comfortable in terms of

temperature, etc.)?
Additional Comments on Logistics and Support
Above Standard
Below Standard
Sufficient
Excellent
Poor
B Facilitator Evaluation
1 The Facilitator was prepared and knowledgeable on the
subject of the programme
2 The Facilitator encouraged learner participation and input
3 The Facilitator made use of a variety of methods,
exercises, activities and discussions
4 The Facilitator used the material in a structured and
effective manner
5 The Facilitator was understandable, approachable and
respectful of the learners
6 The Facilitator was punctual and kept to the schedule
Additional Comments on Facilitation
Sufficient
Excellent
Standard
Standard
Above
Below
Poor
1 2 3 4 5
C Learning Programme Evaluation
1 The learning outcomes of the programme are
relevant and suitable.
2 The content of the programme was relevant
and suitable for the target group.
3 The length of the facilitation was suitable for
the programme.
4 The learning material assisted in learning new
knowledge and skills to apply in a practical
manner.
5 The Learning Material was free from spelling
and grammar errors
6 Handouts and Exercises are clear, concise
and relevant to the outcomes and content.
7 Learning material is generally of a high
standard, and user friendly
US ID: 255578 123

Sufficient
Excellent
Standard
Standard
Above
Below
Poor
1 2 3 4 5
C Learning Programme Evaluation
1 The learning outcomes of the programme are
relevant and suitable.
2 The content of the programme was relevant
and suitable for the target group.
3 The length of the facilitation was suitable for
the programme.
4 The learning material assisted in learning new
knowledge and skills to apply in a practical
manner.
5 The Learning Material was free from spelling
and grammar errors
6 Handouts and Exercises are clear, concise
and relevant to the outcomes and content.
7 Learning material is generally of a high
standard, and user friendly
Additional Comments on Learning Programme
D Assessment Evaluation
Sufficient
Excellent
Standard
Standard
Above
Below
Poor
1 2 3 4 5
1 A clear overview provided of the assessment
requirements of the programme was provided
2 The assessment process and time lines were clearly
explained
3 All assessment activities and activities were discussed
Additional Comments on Assessment
US ID: 255578 124

US ID: 255578 125

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Municipal Governance

Apply the principles of sustainable development in local

Developed by BBT INSTITUTE info@nsaconsulting.co.za

No part of this Publication may reproduced, stored in retrieval system, or transmitted,

WHAT IS THE IDP PROCESS? ..................................................................... 46

3.5 AC5.Terms of Reference and a code of conduct for IDP Organisational

 National Department of Education

Learners will develop competencies to manage strategic planning and development

The qualifying learner is capable of:

 Identifying and analysing the various environments that impact on local

ABOUT THE PROGRAMME

The modular structure illustrated above will

2.1 Learner Support

3.1 Formative Assessment

3.2 Summative Assessment

You will be required to complete a Portfolio of Evidence for summative assessment

If it is not documented, it did not happen!

In some evidence, the process you followed is more important than

4. NAVIGATING THE LEARNER GUIDE

4.1 Use of Icons

Group Activity / Pair Activity:

Please take a moment to familiarize yourself with the requirements.

5.1 Attendance Register

5.2 Learner Registration Form

5.3 Programme Evaluation Form

Welcome to this Learning programme. We trust that this

 Complete your assignments with dedication and

This Learning programme provides you with a step-by-step

Learner’s class room rules

Keep your valuables safe

The following learning outcomes are covered in this module.

1. Identifying and analysing the various environments that impact

UNIT 1: IDENTIFY AND ENGAGE THE

SO1: AC1, AC2, AC3, AC4

The following learning outcomes are covered in this Unit:

 A methodology for stakeholder identification and analysis is

1.1 AC1.A METHODOLOGY FOR STAKEHOLDER IDENTIFICATION

Stakeholder Management is an important discipline that successful people use to

The benefits of using a stakeholder-based approach are that:

How to Use the Tool:

The steps of Stakeholder Analysis are explained below:

Step 1. Identify Your Stakeholders

Your boss Shareholders Government

Remember that although stakeholders may be both organizations and people,

Step 2. Prioritize Your Stakeholders

Step 3. Understand Your Key Stakeholders

 What financial or emotional interest do they have in the outcome of your

 What is their current opinion of your work? Is it based on good information?

Individual Activity: 1.1 AC1

1. Discuss a methodology for stakeholder identification and analysis is

1.2 AC2.THE RELEVANT PROCESSES, COMMITTEES AND

Local municipalities in South Africa have to use "integrated development planning"

 Have racially divided business and residential areas

Integrated Development Planning is an approach to planning that involves the entire

All municipalities have to produce an Integrated Development Plan (IDP). The

The executive committee or executive mayors of the municipality have to manage

In most municipalities, an IDP co-ordinator is appointed to oversee the process. The

2. WHY IS IT NECESSARY TO DO AN IDP

 Effective use of scarce resources

 It helps to speed up delivery

The IDP provides deadlock-breaking mechanisms to ensure that projects and

 It helps to attract additional funds

Government departments and private investors are willing to invest where