Tshwane · T. he . City wide . Stakeholder Management Strategy . and Framework. take. into account the. Tshwane Vision. 2055 . mandates and relevant legislation. It reflects the …

City Wide Stakeholder Management Strategy

and Framework

June 2014

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Typewritten Text

ANNEXURE A

To obtain additional copies of this document please contact:

Om addisionele afskifte van hierdie dokument te bekom tree in verbinding met:

Uma ufisa ukuthola amakhophi alencwajana ungabhalela uphathi woMnyango womngcinimafa

wesiFundazwe sase Gauteng kuleli kheli elingaphansi:

Ho fumana tlatselletso ya diditokomane tsena ikgokahanyake kantoro ya:

The Office of the Executive Mayor

Head: Mayoral Outreach and Stakeholder Management

Room 8014

Isivuno House

Cnr Lillian Ngoyi and Madiba Streets

Pretoria

P.O. Box 440

Pretoria

0001

Tel: (012) 358 4792

Fax: (086) 517 8999

E-mail:[email protected]

Web: www.tshwane.gov.za

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http://www.tshwane.gov.za/

FOREWORD

In his State of the City Address in April 2013, the Honorable Executive Mayor, Kgosientso David

Ramokgopa, stated that Excellence is an Art won by training and habituation, he further stated that “we

are what we repeatedly do, excellence is therefore not an act but a Habit” The stakeholder management

strategy therefore seeks to make stakeholder management part of that excellence through

institutionalisation of habits that promote strategic stakeholder management

The City believes that residents and communities know what they want in the form of services and what needs to be done to improve the areas they live in. This requires the municipality to provide more information and to ensure that stakeholders have more opportunities to get involved in the affairs of the City and have a say in the economic development and service delivery interventions in their own Communities. Therefore, more collaboration between government and organized sectors (stakeholders) should be encouraged, to improve effectiveness, efficiency and strengthen community cohesion.

The City of Tshwane’s stakeholder management strategy is intended to ensure that the political leadership and the administration commit themselves to providing residents with prompt information on the quality and performance of local services and to also provide them with an opportunity to input on the CoT’s plans, in particular the IDP and the SDBIP and related budgets in order to gauge the City’s Governance in terms of its effectiveness and efficiency. It is a strategic tool for partnering with stakeholders for decision making in the City of Tshwane.

The Stakeholder Management Strategy and Framework seeks to fulfill the CoT’s commitment to local

government democracy through public participation thus enabling achievement of the IDP and the

Tshwane Vision 2055 and ensuring that Council decisions are provided the attention they deserve.

_________________ Dr Sefora Masia

Executive Head: IR, IGR Mayoral Outreach and Stakeholder Management

Date:

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OFFICIAL APPROVAL OF THE CITY WIDE STAKEHOLDER MANAGEMENT

STRATEGY AND FRAMEWORK

It is hereby certified that this revised City wide Stakeholder Management Strategy and Framework is in

support of City of Tshwane’s political term of office 2011 to 2016 and beyond in order to provide

guidance, consistency, depth and breadth of stakeholder engagement that leads to the City of Tshwane

achieving its vision of Igniting Excellence.

This strategic document was developed by the management of various functions of the City of Tshwane,

under the guidance of the Office of the Executive Mayor, The Office of the Speaker, The Office of the

Chief Whip and the Office of the City Manager, led by the Executive Head for IR, IGR and Mayoral

Outreach and Stakeholder Management.

It takes into account the City of Tshwane’s aspirations on engagements with its residents on a number of

issues in the IDP and embraces all sector departments. It considers strategic positioning of the City of

Tshwane within the country’s IGR framework which is also expected to take cognisance of National and

Provincial Strategies. It considers the reality that the City is the core of administration of National

Government programmes for the citizens; as such stakeholder management is a core ingredient of

service delivery.

The City of Tshwane is host to all national and provincial Government departments and all foreign

embassies. It also is blessed with a number of places that are of historical and national importance.

In the process of researching issues prevalent within the stakeholder management discipline we

established that Pricewaterhouse Coopers (PwC) in their publication on Cities of the Future, states that,

Cities need to find new perspectives of themselves, their dreams, knowledge, creativity and motivation

in order to develop new ways of strategic management. Such perspectives are embodied in The City of

Tshwane’s Vision 2055 which is a sure indicator that the City has firmly positioned itself as a City of the

Future.

The stakeholder management strategy and framework seeks to ensure that the Vision of the City of

Tshwane of Igniting Excellence, is achieved through people. It seeks to place people at the heart of

achieving excellence in the City of Tshwane through an integrated and cohesive stakeholder

management approach that factors the role and needs of different stakeholders from a legislative,

regulatory, governance, institutional compliance, and best practice environment.

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This strategy provides for robustness of stakeholder engagements as well as supporting database

management systems, thus improving the intelligence and insight in management of stakeholders in the

City of Tshwane

A stakeholder engagement strategy is necessary to ensure that the CoT understands the impact of

service delivery on a wide range of stakeholders and their interests. Therefore stakeholder engagement

is an integral part of developing an understanding of the impact of the CoT’s interventions, future plans

and priorities on its residents.

The Stakeholder Management Strategy aligns with the aspirations and performance requirements of the

City of Tshwane with respect to the IDP and Vision 2055.

It is hereby certified that this revised City Wide Stakeholder Management Strategy and Framework was

developed for the City of Tshwane through the IR, IGR, Mayoral Outreach and Stakeholder Management

Unit.

This Stakeholder Management Strategy and Framework is supported by a Database Management System

that ensures that the City collects, tracks, monitors and reports on Stakeholder Management initiatives

in a strategic manner.

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The City wide Stakeholder Management Strategy and Framework take into account the Tshwane Vision

2055 mandates and relevant legislation. It reflects the manner in which the City intends to engage with

stakeholders, meaning, its' Citizens.

The following signatures signify approval of the City wide Stakeholder Management Strategy and

Framework

Mr Ernest Shozi Signature:

Chief of Staff Date:

Office of the Executive Mayor

Mr Mapiti Matsena

Strategic Executive Head Signature:

Office of the Speaker Date:

Ms Kgaugelo Mkhwebane Signature:

Strategic Executive Head

Office of the Chief Whip

Date:

Mr Jason Ngobeni. Signature:

City Manager

Accounting Officer

Date:

Approved by:

Mayoral Commitee Signature:

Date:

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TABLE OF CONTENTS

FOREWORD ................................................................................................................................................... iii

OFFICIAL APPROVAL OF THE CITY WIDE STAKEHOLDER MANAGEMENT STRATEGY AND FRAMEWORK ..........iv

TABLE OF CONTENTS ....................................................................................................................................... 7

ACRONYMS AND ABBREVIATIONS .................................................................................................................. 9

PART A: STRATEGIC OVERVIEW .................................................................................................................... 11

Background ..................................................................................................................................... 11

Introduction .................................................................................................................................... 11

1 The Vision and Mission of the City of Tshwane ................................................................. 13

2 Mission of City of Tshwane .............................................................................................. 13

3 The Values of The City of Tshwane ................................................................................... 13

4 Legislative and other Mandates ....................................................................................... 13

4.1 Constitutional Requirements and Legislation Environment ............................................... 14

4.2 National and Provincial Legislation informing the City of Tshwane .................................... 15

4.3 Mandate for Mayoral Outreach and Stakeholder Management Unit ................................. 18

4.4 Relevant Court Rulings Impacting on the Work the City of Tshwane .................................. 18

4.5 Planned Policy Initiatives of the Mayoral Outreach and Stakeholder Management Unit of the City of Tshwane. ........................................................................................................ 19

PART B STAKEHOLDER MANAGEMENT APPROACH ..................................................................................... 19

5 City WIde Stakeholder Management APPROACH .............................................................. 19

5.1 Strategic Objectives of the City Of Tshwane ..................................................................... 20

5.2 Strategic Interpretation in Relation to Stakeholder Management. .................................... 20

5.3 Organisational Environment ............................................................................................ 21

5.4 SWOT Analysis ................................................................................................................ 23

5.5 Stakeholder Management Philosophy .............................................................................. 25

5.6 Stakeholder Management Principles. ............................................................................... 25

5.7 Stakeholder Management Value Chain ............................................................................ 25

5.8 Stakeholder Management Unit Service Delivery Model .................................................... 27

5.9 Stakeholder Management Approach ................................................................................ 27

5.10 Stakeholder Management Segmentation (Mapping) ......................................................... 28

5.11 Stakeholder Governance Framework ............................................................................... 33

PART C: STAKEHOLDER IMPLEMENTATION ................................................................................................... 38

6 Stakeholder Implementation ........................................................................................... 38

6.1 Stakeholder Engagement ................................................................................................. 38

6.2 Stakeholder Communication Strategy .............................................................................. 41

6.3 Stakeholder Communication Plan .................................................................................... 41

6.4 Recording of Stakeholder Engagement interventions........................................................ 43

6.5 Management of Cross Cutting Stakeholder Management Issues. ...................................... 43

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PART D: INSTITUTIONAL ARRANGEMENTS .................................................................................................... 43

7 Institutional Arrangements .............................................................................................. 43

7.1 Alignment with MTSF ...................................................................................................... 43

7.2 Alignment with MTEF ...................................................................................................... 43

7.3 Budgets for Stakeholder Management at the City of Tshwane: ......................................... 44

7.4 Risk Management............................................................................................................ 44

7.5 Performance Management .............................................................................................. 45

7.6 Information and Data Management ................................................................................. 46

7.7 Monitoring and Evaluation. ............................................................................................. 47

7.8 Reporting. ....................................................................................................................... 47

8. Implementation .............................................................................................................. 47

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ACRONYMS AND ABBREVIATIONS

AG Auditor General

APP Annual Performance Plan

BBBEE Broad Based Black Economic Empowerment

CEO Chief Executive Officer

CFO Chief Financial Officer

COT City of Tshwane

ICT Information Communication and Technology

IT Information Technology

IDP Integrated Development Plan

KPA Key Performance Areas

KPI Key Performance Indicator

LSM Living Standard Measures

M&E Monitoring and Evaluation

MAYCO Mayoral Committee

MFMA Municipal Finance Management Act

MIS Management Information System

MoU Memorandum of Understanding

MTEC Medium Term Expenditure Committee

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

NSDP National Spatial Development Perspective

PFMA Public Finance Management Act

SALGA South African Local Government Association

SDBIP Service Delivery Business Improvement Plan

SDIP Service Delivery Improvement Plan

SMME Small Medium Micro Enterprises

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UN United Nations

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City of Tshwane - City Wide Stakeholder Management Strategy and Framework Page 11

PART A: STRATEGIC OVERVIEW

Background

The findings of the 2011/2012 and 2012/2013 Internal Audit report required that management should

review and revise the City Wide Stakeholder Management Framework accordingly to ensure there is

implementation of the framework thereof in full. Other requirements of the Internal Audit report were as

follows:

Lack of appropriate mechanisms, processes and procedures to enable Stakeholder participation in the

affairs of the Municipality;

There were formal mechanisms, processes and procedures for governing stakeholder participation in the

affairs of the City, however these were not being consistently followed;

Failure to conduct outreach programmes/Izimbizo with Stakeholders on activities related to the IDP

implementation was stated as a handicap;

Challenges in the alignment of activities of the Mayor’s Office Stakeholder Management Unit and other

offices with respect to preparation and co-ordination of such mayoral Izimbizo’s. (E.g. Office of the Speaker,

Office of the Chief Whip and Office of the City Manager);

There was a need to communicate in a structured and formal manner with the stakeholder constituency;

and

There was a need to regularly review the stakeholder management framework and strategy (this was last

done on 18 June 2008).

Introduction

The City of Tshwane is the single largest metropolitan municipality in South Africa and the third largest city

in the world in terms of land mass, after New York and Yokohama, Tokyo. Tshwane comprises an area of 6

298.4 km², seven regions, 105 wards, and has 210 councillors and about 2.9 million residents. Tshwane is

divided into seven regions, namely the North West, North East, Central, Southern, Nokeng Tsa Taemane,

Eastern and Kungwini regions.

The City is currently the second largest contributor to the Provincial GDP, 27% as at 2013. The city hosts

national government departments, foreign embassies, tertiary institutions, manufactures and assemblers

of passenger vehicles and produces 40% of South Africa’s automotive output, and this is according to the

Automotive Industry Development Centre.

The City of Tshwane implements its mandates through an IDP which is a legislated document that contains

five year strategic intent, plan and goals focusing on Performance management in the form of a City

Scorecard and Programs which are addressed by various capital projects.

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The IDP contains the City Scorecard which is at a strategic level and is used by the Auditor General to Audit

Performance of the City.

The SDBIP is the roadmap guiding the municipality on the commitments made annually to address the

needs of the City, this pertains to a number of services provided to the residents and citizens of the City.

The SDBIP contains the Corporate Score card at an organisational level, addressing KPI’s and targets set for

each financial year and these are broken down according to the City’s Strategic objectives.

The executive mayor is the first citizen of the city of Tshwane and has the overall political responsibility for

the City. The City is home to 124 foreign missions, making it second only to Washington DC in respect of

numbers of diplomatic missions.

The Executive Mayor and the Mayoral Committee (MAYCO) have a political responsibility for sound

governance and effective service delivery.

The MAYCO together with the Executive Mayor are responsible for the promotion of economic growth and

development, management of the City’s physical development and promotion of the well-being of the

community at large. Their focus is also on safety and security, preservation of the city’s natural and cultural

resources and the strengthening of the city’s national status as a Capital.

The office of the Executive Mayor is the highest office in the city and has a responsibility to directly

interface with the public on behalf of the City of Tshwane. It is the executing authority for delivery of all

services to the city as well as management of assets of the city in form of infrastructure, finances and

other. The executive mayor and MAYCO deliver through municipal structures and delegated authorities; it.

The city wide stakeholder management framework and strategy is therefore an important management

tool for the office of the executive mayor. In light of the Tshwane Vision 2055 and the aspirations of the

national development plan, it is critical that the city gets its stakeholder management in a shape and form

that can create dividends for the future.

South Africa has a legacy of massive poverty, gross inequality, and disrupted spatial, social and economic

environment for the greater part of the population to work and live in. South Africa is a democratic state

with a democratically elected government; as such this democracy should be entrenched in the day to day

lives of people that live in our communities.

The Stakeholder Management Strategy provides the framework, within which the Mayoral Committee

identifies, recognises and engages with stakeholders as a key process to widen and deepen this democracy

and work together to alleviate historical imbalances. It assists the CoT to streamline its decision making

processes and to effectively implement the City’s Vision and strategic objectives in support of Service

Delivery.

The Stakeholder Management Strategy enables the City to have a framework and rationale with which the

City can provide for different competing Stakeholder interests. Included in the strategy is the treatment of

MoU’s which should be based on Stakeholder categories and should be an encompassing of all

Stakeholders within the CoT.

Matters of turnaround times, data collection and frequency of stakeholder engagements are addressed

through the Stakeholder Management Policy document.

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1 The Vision and Mission of the City of Tshwane

The Vision of the City of Tshwane is to be the “African City of Excellence”

The Vision 2055 embodies a City that is livable, resilient and inclusive; its citizens enjoy a high quality of life,

have access to social, economic and enhanced political freedoms and citizens are partners in the

development of the African Capital City of excellence.

2 Mission of City of Tshwane

To sustainably enhance the quality of life, of all people in Tshwane through a developmental system of local

government and by rendering efficient, effective and affordable services.

3 The Values of the City of Tshwane

The values of the City of Tshwane are as follows:

Community Orientation: Provide and deliver sustainable services for the whole community based on needs

assessments.

Transparency: Invite and encourage public sharing and democratic participation in the Municipality's

activities.

Commitment: Focus and concentrate on the Municipality's core activities in a consistent manner.

Business Orientation: Subscribe to and comply with the best business practices.

Accountability: Report regularly to all stakeholders regarding the Municipality's performance.

Integrity: Conduct the Municipality's business in a fair, responsible, flexible, equitable and honest manner.

Non-racialism and non-sexism: Promote mutual respect and non-discriminatory policies and practices

4 Legislative and other Mandates

The legislative mandates of the City of Tshwane with respect to Stakeholder management emanate directly

from the Municipal Bylaws, which is a collection of all laws and regulations aimed at ensuring that the City’s

resources are used fairly and equitably, are maintained and protected from destruction through vandalism

or any other manner.

The Municipal Systems Act 32 of 2000 governs the manner in which municipal managers are appointed,

managed and rewarded for discharging their duties for a municipal entity. It goes further to manage

potential conflict of interest as a result of political affiliation of the Municipal Manager.

Chapter 4 of the Local Government, Municipal Systems Act 32 of 2000 (the Systems Act) provides for the development of a culture of community participation and in this regard requires municipalities to outline mechanisms, processes and procedures for community participation. Therefore, in the effort to implement its legislative obligation, local government should focus on best practice engagement, participation and public consultation processes. A Stakeholder engagement strategy is therefore a crucial tool which is aimed

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at guiding the municipality on its interaction with organised sectors.

4.1 Constitutional Requirements and Legislation Environment

The Constitution of South Africa no 108 of 1996: provides for rights and obligations of citizens of South

Africa. It is founded on human dignity, achievement of equality and the advancement of human rights and

freedoms, among other values, it requires that all spheres of government work together to address

poverty, underdevelopment, marginalisation of individuals and communities and other legacies of

apartheid and discrimination.

The constitution has made provision for 11 official languages and the state has an obligation to elevate the

use and status of especially indigenous languages and further requires municipalities to take into

consideration language preference of their residents. In addition to the official languages is the Khoi, Nama,

San and Sign languages.

The bill of rights provides for equal rights to a number of constitutional rights such as, human dignity,

freedom of expression, freedom of assembly, demonstration, picketing and petition, as well as freedom of

association and political rights to name a few.

Section 152 (1) and (2) of the Constitution clearly defines the objectives of local government which includes “the provision of democratic and accountable government for local communities”. Furthermore, subsections (1) place an obligation on local government “to encourage the involvement of communities and community organizations in the matters of local government.” The Municipal Finance Management Act, 56 of 2003, requires that Municipalities have a secure sound and sustainable management of the financial affairs of municipalities and other institutions in the local sphere of government; to establish treasury norms and standards for the local sphere of government; and to provide for matters connected therewith. It requires that there is consultation on tabled budgets, it further requires that Meetings of a Municipal Council, where annual reports are being tabled must be open to the public and any other organs of the state and reasonable time must be made available for discussions of written submissions. Chapter 4 of the Systems Act: provides that a municipality must develop a culture of municipal governance

which includes a system of participatory governance and should, in this respect, encourage and create an

enabling environment for the community to participate in the affairs of the municipality. The Act also

prescribes in Section 17 (2) that the municipality must provide for the following when establishing the

mechanisms, processes and procedures, to enable the community to participate in the affairs of the

Municipality:

(a) The receipt, processing and consideration of petitions and complaints lodged by members of the local community;

(b) A notification and public comment procedure, when appropriate;

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(c) Public meetings or hearings by the Municipal Council and other political structures and political office bearers of the Municipality, when appropriate;

(d) Consultative sessions with locally recognised community organisations and, where appropriate, traditional authorities; and

(e) Report-back to the local community.

Furthermore, in establishing the mechanisms, processes and procedures for community participation, the

Municipality must have due regard for the special needs of illiterate or disabled people, women and other

disadvantaged groups (Section 17 (4) of the Act).

Obviously these critical pieces of legislation are intended to ensure that the community consultation processes within local government are streamlined and also that there is an increased focus on strengthening engagement and participation and enabling communities to help shape policies that are developed on their behalf. The ongoing process of devolution of powers and functions to local government also requires a strong commitment by both the political leadership and senior officials to be responsible to government and to the general principles of good governance which includes accountability, transparency, fairness, public involvement/participation. Good governance requires the involvement of a wide range of stakeholders in governance issues.

4.2 National and Provincial Legislation informing the City of Tshwane

The following national and provincial legislation informs CoT’s mandate and influence Stakeholder

management, in that there is a plethora of legislation that promotes Stakeholder management from

various angles, thus an added responsibility for the City to have an effective and efficient Stakeholder

Management.

Below is a summary of selected legislation and regulations that have an influence in developing and

implementing Stakeholder management initiatives

ACT RELEVANCE TO STAKEHOLDER MANAGEMENT

Local Government Municipal Finance

Management Act and Regulations

Provides for legislation on managing finances. Assets and

supply chain requirements in a Municipal environment and

related stakeholder consultations.

Social Housing Act 16 of 2008 as Provides for rules and guidelines with respect to

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amended administration of establishment and implementation of Social

housing Institutes.

Public Audit Act 25 of 2004 as

amended

Provides for processes for auditing of institutions in the Public

Sector, included in this Act is search and seizure and

protection of information.

Housing Act 107 of 1997 as amended Provides for principles of housing development in all spheres

of government. It legislates on provision for adequate shelter

that fulfils basic human needs and contributes to a positive

socio economic well being of the nation.

Rental Housing Act 50 of 1990 Defines government’s responsibility to create mechanisms to

ensure provision of rental housing property , to promote

access to adequate housing and ensure mechanisms are in

place to ensure proper functioning of the housing rental

market

Credit Agreements Act 75 of 1980 Regulates certain transactions in terms of which movable

goods are purchased or leased or certain services are

rendered on credit.

Municipal Systems Act 32 of 2000 as

amended

Provides for core principles, mechanisms and processes

necessary to enable municipalities to move progressively

towards social and economic uplifting of local communities

thus ensuring universal access to essential services that are

affordable to all. It also provides for community participation

and how municipal powers and functions are discharged.

National Environmental

Management: Protected Areas Act,

57 of 2003

Protects the conservation of ecologically viable areas

representative of South Africa’s biological diversity and sea-

scapes for the establishment of a national register of all

national, provincial and local protected areas and

management thereof. Provides for intergovernmental co-

operation and public consultation in matters concerning

protected areas.

Gauteng Unfair Business Practices

Act 7 of 1996

Provides for the investigation, prohibition and control of

unfair business practices in the interest of the protection of

consumers and to establish a Consumer Affairs Court and to

authorise local authorities to establish consumer advice

offices.

Gauteng Intergovernmental Fiscal

Relations Act, 1997 as amended

Promotes co-operation between national, provincial and local

spheres of governmental fiscal, budgeting and financial

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matters and prescribes a process for the determination of an

equitable sharing and allocation of revenue raised nationally.

Town Planning and Townships

Ordinance Act 15 of 1986 as

amended

To consolidate and amend laws relating to town planning and

establishment of townships, and provide for matters incident

thereto.

Development Facilitation Act, 1995

(Act No. 67 of 1995)

Provides guidelines and processes and implementation for

managing land development applications.

Less Formal Township Establishment

Act 113 of 1991 as amended

Provides fast tracking less formal township establishment. It

regulates use of land by tribal communities for communicable

forms of residential settlement.

Preferential Procurement Policy

Framework Act5 of 2000 as

amended

Provide framework for the implementation of preferred

procurement policies using a preferential point system with

respect to awarding of Tenders.

Broad Based Black Economic

Empowerment Act 53 of 2003

A legislative framework for the promotion of businesses

administered by black South Africans in accordance with the

Act.

Companies Act, 1973, as amended

2009

To consolidate and amend the law relating to companies.

Building Regulations Provide for the promotion of uniformity in the law relating to

the creation of buildings in the areas of local authorities.

REGULATION RELEVANCE TO STAKEHOLDER MANAGEMENT

Generic Good Governance Legislation:

Public Finance Management Act (PFMA), 1999;

Promotion of Access to Information Act, 2000;

Promotion of Administrative Justice Act, 2000;

National Records and Archives Services Act, 1996;

Skills Development Act, 1998;

South African Qualifications Authority Act, 1995;

Public Service Regulations, 2001, as amended;

Labour Relations Act, 1995, as amended;

Basic Conditions of Employment Act, 1997;

Employment Equity Act, 1998;

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Occupational Health and Safety Act, 1993;

Breaking New Ground Policy;

Housing Code;

King III;

National Home Builders Regulatory Council; and

Construction Industry Development Board.

4.3 Mandate for Mayoral Outreach and Stakeholder Management Unit

The Mandate of the Mayoral Outreach and Stakeholder Management Unit emanates from ensuring that

the Office of the Executive Mayor has a primary accountability for the following:

Provide for Community Participation in line with Municipal Systems Act;

Ensure that the city provides an enabling environment for constitutional rights of people to be

treated in line with the constitution;

Provide for Social Cohesion through an IDP and SDBIP that is developed in consultation with

respective communities,it is intended to serve; and

To be the catalyst for a peaceful and democratic South Africa through sustained and enabling

stakeholder management engagements.

To monitor, evaluate and report on City Wide Stakeholder initiatives for the Country.

4.4 Relevant Court Rulings Impacting on the Work the City of Tshwane

Relevant Court rulings provide for feedback to the City to understand where processes and or challenges

exist in the system of the City. They provide for themes that when addressed, immunizes the City against

similar legal challenges in the future.

In the case between the residents of Schubart Park Residents Association and the City of Tshwane, in

October 2012, the residents won a court ruling to return to the building the city had evicted the residents

from. The City was made to pay legal costs of the residents as well as the costs of two counsels. Critical to

this matter was said to be lack of meaningful engagement between the City and residents of Schubart Park.

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In June 2013, the City of Tshwane was ordered by the Court to Re-instate the old street names and ordered

to pay costs including those of two legal counsels. Meaningful engagements was said to be lacking from the

City.

It is evident that the stakeholders of the City want to be involved in matters of the City that affect them,

and the stakeholder management strategy and framework will be a critical tool in addressing a number of

issues they may have.

4.5 Planned Policy Initiatives of the Mayoral Outreach and Stakeholder Management Unit

of the City of Tshwane.

The Policy on City Wide Stakeholder Management will be developed in support of this strategy.

PART B STAKEHOLDER MANAGEMENT APPROACH

5 CITY WIDE STAKEHOLDER MANAGEMENT APPROACH

The City Wide Stakeholder Management Approach is anchored on the six desired outcomes for Tshwane

Vision 2055 which are as follows:

Outcome 1: A resilient and resource efficient City;

Outcome 2: A growing economy that is inclusive, diversified and competitive;

Outcome 3: Quality Infrastructure development that supports liveable communities;

Outcome 4: An equitable city that supports human happiness, social cohesion, safety and

healthy citizens;

Outcome 5: An African Capital City that promotes excellence and innovative governance

solutions; and

Outcome 6: South Africa’s Capital with an Activist Citizenry that is engaging, aware of their

rights and presents themselves as partners tackling societal challenges.

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5.1 Strategic Objectives of the City Of Tshwane

The strategic objectives of the City of Tshwane positions the City for the third decade of democracy and

driving the Socio Economic Agenda, through positioning service delivery as the tool to address the triple

challenges of poverty, unemployment and inequality.

5.2 Strategic Interpretation in Relation to Stakeholder Management.

The Strategic objectives of stakeholder management seek to enable delivery of the City’s strategic

objectives and are aligned to the strategic objectives of the City as detailed below:

Alignment of Stakeholder Management Objectives

Strategic Objectives of the City Strategic Objectives of City Wide

Stakeholder Management

Rationale

Sustainable Service Infrastructures and

Human Settlements

Stakeholder engagements for

partnering with communities to

enable sustainable local economic

growth and development

Participative Citizenry

Shared Economic Growth and Job

creation

Stakeholder engagements for

developing innovative and

responsive communities towards

societal challenges

Partnering with

Communities

Sustainable, Safer Communities,

integrated Social Development

Partnerships in influencing and

development of diversified and

competitive communities

Inclusive development

Promote Good Active Citizenry Dialogue for social cohesion and

participatory citizenry

Deepening Democracy

Improved Financial Sustainability Engagements to safeguard local

economic gains.

Partnering with

communities

Continued Institutional Development,

Transformation and Innovation

Development and and

Institutionalisation of Stakeholder

engagement structures

Institutionalisation of

Stakeholder management

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5.3 Organisational Environment

The City of Tshwane comprises of 7 regions and 105 wards. The City Manager is accountable for

implementing the programmes of the City as stated in the IDP. The Executive Mayor is the executing

authority with powers to ensure that Citizens have adequate services and service delivery, safeguarding of

the Constitutional rights of the Citizens as well as preservation of City assets.

The City is managed through Governance Structures as determined by the Municipal systems Act and

related pieces of legislation.

The Governance structures are made up as follows:

Council

The Council is made up of the Speaker of the Council, Chief Whip and Section 79 Portfolio Standing

Committees, which are headed by the Chairperson of Committees, the Chair of Chairs. The speaker is

supported by Ward committees and public participation structures.

The Chief Whip on the other hand is supported by Whips of other Political parties.

Council comprises 210 elected Councillors of which 105 are ward counsellors and the remainder,

proportional representation counsellors. The role of the council is to engage in meaningful discussion of the

matters of development of the city in line with the Municipal Systems Act (Act 32 of 2000)

The key functions of the Council are:

Approval of legislation;

Providing oversight on the planned and implemented interventions of the City; and

Ensuring community participation and stakeholder participation.

The Executive comprises of the following:

The Executive Mayor and Members of the Mayoral Committees (MMC’s); and

Administration led by the City Manager.

29


Executive Mayor/ MAYCO

MMC’s / MAYCO Clusters

City Manager/ Departments

The legislature oversees activities implemented through the leadership of the Executive Mayor for

transparency and accountability.

The City Manager executes the functions through various Departments, Regions and Entities. Currently

there are 9 departments, 7 regions and 3 entities.

Regional services ensure that quality services are brought closer to the people, this ensuring effective and

efficient service delivery.

In dispersing its duties through the above mentioned structures, the City has to manage intergovernmental

relations as well as a plethora of stakeholders.

Intergovernmental Relations

This provides for the city to engage with other spheres of Government, other organs of the state and other

municipalities to ensure policy and strategic alignment, thus delivering a unified view of the entire City with

respect to delivery of mandates to the Citizens of the City. It enables alignment of initiatives from a

National, Provincial and Local spheres thus interface of Governance, administration, and fiscal

arrangements.

Stakeholder Management needs to provide structures and frameworks that enable the City to address City

wide matters in a structured and cohesive manner. Included in such matters are National priorities,

Provincial priorities, City priorities and local priorities.

The matters that the City manages that require on Stakeholder management are varied , ranging from

infrastructure in the form of roads, water, schools, parks, etc, and services in form of maintenance of

infrastructure and provision of labour to facilitate that citizens receive the services. Provision of labour

could be in form of teachers for education, medical doctors and nurses for health etc.

30


City services are provided to a number of Stakeholder management groupings which range from Business

Professional groupings, Academic, Citizens, Government and Embassies to name a few. The needs of these

Stakeholders vary from time to time depending on where they are in their life cycle as well as their

aspirations in life.

Stakeholder Management should therefore seek to provide diversified and yet cohesive approach in

engaging with competing demands of these various Stakeholders.

5.4 SWOT Analysis

In order to deliver a comprehensive, sustainable stakeholder management, it is important for the

Stakeholder Management Unit to establish and understand its strengths, weakness, threats and

opportunities.

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The Table below presents the stated SWOT analysis.

Strength Opportunity

Stakeholder Management is practised in the

City

Support for Stakeholder Management is at

highest Political and Administration levels of

the City

Stakeholder participation is an aspiration of

the City of Tshwane

Aspirations of Vision 2055 which are anchored

on cohesion, consultation and partnering with

Citizens

Revewal of outcomes for the next decade

Many protests arising from Service Delivery

Development of Stakeholder Forums

Development of a Stakeholder Management

Strategy

Centralisation of MoU’s

Weakness Threat

Disjointed approach to Stakeholder

management

Duplication of Stakeholder functions

Clarity of accountability for Stakeholder

management

Cohesive Stakeholder management strategy

Alignment of outcomes of Stakeholder

management with the IDP and Vision 2055 of

the City

Inconsistent messages from the City to

Stakeholders on same issues

Lack of Ongoing Stakeholder management

annual review

Lack of Structured Consultations

Under utilisation of mediums of

communication

Lack of Stakeholder buy in

Non Compliance by departments

Lack of awareness of Citizens about their

rights

Lack of constructive dispute resolution

Un-peaceful Protests

Strikes and protests that culminate in

destruction of assets Public Communication

that makes promises that cannot be met by

the City or that are not made known to the

City

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5.5 Stakeholder Management Philosophy

The City of Tshwane’s Stakeholder Management Philosophy is to create dialogue and partnerships for

sustainable economic development, growth, and innovative solutions that Ignite Excellence thus ensuring

that the City of Tshwane becomes the African Capital City of Excellence in line with Vision 2055.

5.6 Stakeholder Management Principles.

The Stakeholder management principles will be based on the following:

Ensuring social cohesion, deepening democracy and ensuring that the constitution of the

country is upheld through interaction with citizens and active citizenry.

Ensuring respect and compliance with legislation and governance for all concerned in the

Stakeholder management stable through engagements that are guided by laws of our

country.

To enable the City to provide innovative and sustainable solutions through engagements

with Citizens that base their engagements on valid and reliable information as well as solid

understanding of their rights and responsibilities.

To facilitate implementation of National, Provincial and Local socio economic outcomes as

determined by the three spheres of Government.

Be the custodian of Stakeholder Management, providing for early warning signals for

distress and possible conflicts in communities and suggestions on management and

resolutions thereof.

5.7 Stakeholder Management Value Chain

The Stakeholder Management value chain provides an overview of critical steps in providing Stakeholder

Management support and services to the City. It defines what is required to be done by the Stakeholder

Management Unit in order to provide effective and efficient Stakeholder Management support for the

whole City and in support of the City’s strategic objectives.

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Stakeholder Management Unit Value Chain 1 of 2

Understand National, Provincial Gvt Agenda and Socio Economic Outcomes

Validate National and Provincial Outcome

requirements for socio economic development

Validate the City’s Strategic objectives and

Priorities

Understand Priorities of Communities within the

City

Stakeholder Mapping and Needs assessment

Analyse Stakeholder groupings for every Region

and Ward

Define their needs and implications on

Stakeholder Management

Map Stakeholders, their requirements and

needs in alignment with Services of the City

Establish a City Wide Stakeholder Management

Strategy

Interpret Stakeholder Information and

develop an engagement Governance framework

Define Stakeholder Engagement Framework

Define Stakeholder Management Initiatives that are aligned to the

City’s Strategic Objectives

Identify and define required programmes internal and

external to deliver stakeholder Management Initiatives

Determine required capacity and resulting

capacity building initiatives for Stakeholder Management

Develop Appropriate programmes for different

types of initiatives, stakeholders, regions and wards and best practice

Implement programmes and link their outcomes to

the Performance of the Stakeholder Management

Unit

Define a City Wide Stakeholder Management

Calendar.

Identify initiatives that need to be implemented for the

City per Stakeholder, grouping, Region and ward.

Develop Engagement frameworks and strategies

to support initiatives

Provide for stakeholder Management advocacy to

address areas of omission as well as clarity on matters of importance to stakeholders

Understand Socio Economic Landscape

Stakeholder Identification and Needs

Develop a Stakeholder management Strategy

Capacity BuildingDeliver on Stakeholder Management Programmes

1 2 3 4 5

Stakeholder Management Unit Value Chain

Stakeholder Management Unit Value Chain 2 of 2

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5.8 Stakeholder Management Unit Service Delivery Model

Strategic PartnersAlliances

Support Requirements

Value Proposition

Customers

Igniting Excellence

Manage Credit and Investments

Value Proposition FulfilmentChnge

• Bank -on -

wheels

• Sales

Agent

• Bulk

Take

Innovation and

-on

POS

Third Party

Origination

• Agency

Branch

• Third Party

• Franchise

Call

Centre

Kiosk

Cellphone

Branh/

Frot - d

Human Resource s

Finance

Governance, Risk and Compliance

Information Technology

Legal Advisory Services

Infrastructure (systems, processes

and procedures)

Global Treaties

National and Provincial Strategies

City Of Tshwane MandateCity By Laws

SDBIP

IDP

Projects

Business Regulation Framework

Inputs

National and Provincial Governments

Legislature

GVT Departments

Service Providers

NGO’s

SOE’s Funding Institutions

Intelligence through Technology and Database Management System

Report accordingly

Change and Implementation ManagementContinous Monitoring and Evaluation

IGR and Stakeholder framework

Local Communities

Understand Socio Economic Landscape

Stakeholder Identification and Needs

Stakeholder Management Strategy

Capacity Building Programmes

Political Groupings

Civil Society and Media

Market and Promote for Success

1 2 3 4

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City Wide Stakeholder Management Service Delivery Model

Imbizo’s

Internet

Call Centre

Cell Phone

E-mail

Channels

Services

State of the City Address

Unions

Communication services

Lekgotla’s

Regions Marketing Services

Business and Professionals

Gvt and SOE’s

Strategic Interest Groups

Stakeholders

Residents

Foreign Missions and Strategic Partners

Internal

Councillors

Ward Structures

Workshops

Focus Groups

Applicable Technology

Strategy of the CIty

Women, Children and Disabled people

Deliver Stakeholder Management Programmes

5

Monitor and Evaluate to Ensure Sucess

6Education and Research Institutes

The diagram above shows the service delivery model for the Stakeholder Management unit and provides

for components required for effective implementation of Stakeholder Management. It gives a complete

picture of mandates, Stakeholders, functions, initiatives and channels required to implement an effective

and efficient Stakeholder Management initiatives. It is critical to realise that support requirements for the

Stakeholder Management unit will be drawn from the appropriate structures of the City of Tshwane and it

is not a requirement for the Stakeholder Management Unit to have those functions, unless the scope of

work for the unit is such that this is required.

5.9 Stakeholder Management Approach

The CoT’s approach to Stakeholder Management is to ensure that it is integrated at national and Provincial

level with respect to the Constitution, National and Provincial Outcomes and delivers for each Stakeholder

in a manner that ensures focus on Stakeholder needs thus provision for a diversified, inclusive and

cohesive Stakeholder management initiatives.

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The initial process starts with Categorisation per Stakeholder grouping, analysis per region and ward as well

as needs analysis. This is further aligned to services and projects implemented by the City, through the

Municipality or its entities.

The diagram below shows the three levels of implementation of Stakeholder Management

In all interventions, consideration shall be given to alignment at three spheres of government and other

priorities as detailed in this document. Furthermore principles of Batho Pele shall be the foundation of all

stakeholder management initiaives.

5.10 Stakeholder Management Segmentation (Mapping)

The City of Tshwane has identified a stakeholder map for its stakeholders as detailed in the diagram below:

Civil Society and Media

InternalBusiness and Professional

Residents

Government and State Owned Entities

PoliticalForeign Missions and

Strategic Partners

Education and Research Institutes

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The Description of the City Wide Stakeholders as mapped by the City of Tshwane is as follows:

Government and State Owned Entities refers to all government departments, national and

provincial as well as all state owned entities located in the City of Tshwane and its regions. This may

mean that the City may have a government or SOE stakeholder in its three forms of National,

Provincial and Local level. An example of this could be the Department of Education or Health. In

the event that a Government entity or SOE is represented within the City in its three spheres, it

stakeholder issues will be managed in the geographic wards that they fall in, under the

Government and SOE stakeholder grouping and facilitated by IGR in respect of the service delivery

in question in line with the City’s Institutional arrangements.

The following are examples of Stakeholders in this category

National Government Departments;

Provincial Government Departments;

Local Government Departments;

Public Entities;

Educational Institutions

Public Private Partnerships;

SOE’s;

South African Local Government Association (SALGA);

United Cities Local Government (UCLG) and United Citues Local Government Association

(UCLGA); and

Other Municipalities, (Provincial, National and International)

Political Parties and Interest Groups are also seen as Stakeholders within the City of Tshwane, as

such their interests, and needs shall be established and will be engaged with at the geographic

region / ward that they operate in, in line with a service they need. It is important to ensure that

requirements of political parties are managed through established structures and any interactions

are recorded, tracked and reported to council through the Chief Whip Structures, where the

political parties are presented through their own Political Whips. South Africa is a democratic

country with established structures for political engagements, the CoT maintains that those

structures be utilized for political matters and where service delivery is involved, the appropriate

stakeholder forums take responsibility as required.

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Foreign Missions and Strategic Partners also form part of Stakeholders in the CoT. The City has the

second highest concentration of foreign missions in the world, second to Washington DC. For this

Stakeholder, the city will take a pro-active approach in identification of needs and ongoing

engagements to proactively manage any matters that may arise. The key aspect is to ensure mutual

benefit of the City with these foreign missions, diplomats and strategic partners. The City is also to

provide services effectively and efficiently to ensure that their stay in South Africa is comfortable.

The following are examples of Stakeholders in this category:

Foreign Missions;

Diplomatic community;

International Dignitaries;

International Bodies;

Political Leaders;

Members of Parliament; and

Councilors.

Internal Stakeholders are employees of the City of Tshwane. Whilst being employees they are also

citizens (Stakeholders) of the city and are affected by service delivery initiatives as much as the

Citizens of the City. They are conflicted in their interest in that they are the providers of service to

the Citizens as well as having information that ordinary citizens may not have. They are at the same

time meant to be the solution to providing service delivery and as such be loyal to the City. The

employees of the City should not be seen to be creating distrust on the City by its Citizens through

participation in initiatives that are against the City and its Management.

Management of this Stakeholder therefore shall combine employee relations matters as well as

obligations of the City on employees and that of employees to the City. The City should encourage

through advocacy for its internal Stakeholders to get involved in solutions for service delivery.

The employees of the City should be advocates for the IDP/ SDBIP and work as ambassadors of the

City and its Vision 2055. Only authorized representatives of the city will communicate to

Stakeholders in a professional manner.

In the event that employees would like to participate in stakeholder management initiatives as

Citizens of the City, their participation shall be declared to the City Wide stakeholder management

forum with respect to their role, level of involvement and possible conflict areas as well as how

these will be mitigated. Approval to participate shall be sought through the City Manager. The

Stakeholder management forums should also consider making use of employees that reside in

specific wards as ambassadors of the City with clearly defined roles and support.

38


Business and Professional Stakeholders include all forms of commercial business in form of small,

medium and large business. Professional stakeholders include professional associations. Like all

stakeholders they are assessed based on their geographic ward position and then their service

delivery requirements. It will be expected that in some instances the need of business and

professionals may be to get involved in the development of solutions to service delivery.

The following is an example of Business and Professional Stakeholder categories:

Banks;

Retail Shops;

Shopping Centers’;

Motor Industry;

Private Clubs (e.g. Golf Clubs);

Big business;

SMMEs;

Taxi associations;

Developers/construction industry;

Shopping malls;

Doctors;

Lawyers; and

Hotels, etc.

Residents are seen to be the recipients of most services as well as the implementers of by laws. In

a normal setting they are seen as passive customers who receive services from the City. In building

an African Capital City of Excellence, residents are required to partner in resolving service delivery

issues as well as being innovative in ensuring happy citizens, cohesive and diverse people living

together in harmony. The following is an example of stakeholders in this category.

Men

Women;

Children;

Disabled;

Youth;

39


Elderly;

Community Safety;

Poor; and

Illiterate.

Civil Society and Media entails a number of social interest groups in form of NGO’s, CBO’S, Faith

Based entities and Media. Their interests vary from ensuring that the constitutional rights of people

are upheld and or reporting on matters of service delivery or service delivery related projects. The

following are the stakeholders in this category.

Sports Bodies;

Faith based organizations;

Children’s Organisation;

Research Bodies;

Labour Unions;

NGO’s;

Media;

Concerned Groups;

Community forum representatives;

Organised structures for Men, Women, Youth, Disabled and other bodies; and

Educational and Research Institutions are considered to be an important stakeholder grouping. The CoT

intends to engage this stakeholder grouping as leverage in the processes of transforming the City to be

theAfrican City of Excellence and in the achivement of the Vision 2055 of the City. The targeted groups in

this category include private, semi private and state institutions. In terms of this policy educational and

research instutions shall be engaged through this stakeholder grouping irrespective such institutions falling

in other categories within the stakeholder grouping.

Primary Educational Institutions

Secondary Educational Institutions

Tertiary Educational Institutions

Vocational Educational Institutions

40


Research Institutions

Educational Standard Bodies

5.11 Stakeholder Governance Framework

The Stakeholder Governance Frame Work seeks to ensure that all Stakeholder Management initiatives in

the City are initiated and executed in a manner that provides for cohesiveness, achievement of the City’s

strategic objectives to the mutual benefit of its Stakeholders.

This requires that Stakeholder Management initiatives be an integral part of the City’s structures as shown

below

:Stakeholder Management initiatives shall be planned and reported through the City’s formal structures

and managed by the Stakeholder Management Unit.

The City’s formal structures required to enable Stakeholder Management and their roles are as follows:

The Council

Role:

To provide strategic direction and guidance with respect to stakeholder management matters in

relation to service delivery.

CLUSTER

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Responsibility:

Legislate on the matters of by-laws relating to stakeholder management;

Approve strategy and policies in relation to stakeholder management;

Ensure appropriate resources are provided for stakeholder management; and

Be the final authority for city wide stakeholder management.

Executive Mayor

Role:

The Executive Mayor is the custodian of Service Delivery in the City and has responsibility to ensure

that Citizens are engaged in a manner that achieves the aspirations of the City through Stakeholder

Management.

Responsibility:

Consult with MAYCO and Council on matters of stakeholder management;

Develop a City Wide Stakeholder Management Strategy and Policy;

Ensure Stakeholder Management issues are managed effectively and efficiently;

Ensure provision of resources and capacity to implement stakeholder management;

Present the City to the Citizens on matters of Stakeholder Management; and

Provide leadership and resources with respect to stakeholder management.

City Manager

Role:

Ensure that Planning, Implementation, monitoring and reporting of stakeholder management is

executed in the City in line with City Wide Stakeholder Management Framework / Strategy and

Policy.

Responsibility:

Ensure Stakeholder Management is provided with required resources, support and capacity

building in order to function effectively and efficiently.

Ensure implementation of stakeholder management in the City per stakeholder groupings, per

department, region, and ward in line with the stakeholder management requirements.

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Provide for monitoring and reporting to ensure compliance with legislation and execution of

stakeholder management strategy and framework and policy.

Provide for mechanisms to manage stakeholder communication, internally and externally as

required by the stakeholder management strategy and framework in line with the City’s structures

and policies.

Departments/ Regions and Entities

Role:

Be the custodian of stakeholder management for the department/ region/ entity, ensuring that the

operation of stakeholder engagements within ones area of control are sustainable, in line with

Batho Pele principles, and such engagements support the achievement of the City’s Vision 2055

Responsibility:

Identify and analyse stakeholder groupings and their needs within one’s area of control in

line with stakeholder management strategy;

Gather intelligence on service delivery and monitor implications thereof;

Develop and implement stakeholder engagement plans;

Ensure integration with other initiatives within the City;

Build sustainable networks within ones area of control in compliance with relevant

guidelines on alliances; Develop and Share Stakeholder events calendar

Manage and update stakeholder management data bases on an ongoing basis as required

by the stakeholder management strategy and policy;

Facilitate establishment of Forums, provide ongoing support and ensure effectiveness and

efficiency thereof;

Provide monthly, quarterly and annual reporting with respect to performance and

compliance on stakeholder management; and

Escalate matters as required by policy.

IR, IGR Mayoral Outreach and Stakeholder Management Unit

Role:

Provide Leadership in the form of establishment of strategies, policies and procedures in support of

integrated City Wide Stakeholder Management.

43


Responsibility:

Provide Strategies, Policies, Guidelines, frameworks and systems to implement stakeholder

management for the entire City in support of Tshwane Vision 2055 and resulting 5 year

IDPs;

Ensure that stakeholders participate in the decision processes of council and monitor their

participation;

Consolidate, co-ordinate and facilitate City Wide Stakeholder Management engagements

and report to MAYCO on a quarterly and annual basis;

Establish City Wide Stakeholder Management Forums per region

Establish capacity build Stakeholder management forums for effective and efficient

stakeholder management initiatives;

Provide analysis and reporting on City Wide Stakeholder Management engagements to the

City’s Structures as required;

Provide ongoing oversight and support initiatives to the City Wide Stakeholder

Management engagements;

Provide capacity building initiatives to the city with respect to Stakeholder Management

engagements;

Manage risks pertaining to stakeholder management issues; and

Provide for monitoring, evaluation and reporting of Stakeholder initiatives on an ongoing

basis

Office of the Speaker and the Chief Whip

Role

The role of the Office of the Speaker and the Chief Whip is to ensure that matters pertaining to Stakeholder

management are supported and provided with the right platform to ensure robust and sufficient

engagements.

Responsibility

To keep abreast of all stakeholder management matters through consultations and engagements

with the IR, IGR, Mayoral Outreach and stakeholder management

To make appropriate provisions for stakeholder management matters to be included in the agenda

of the council and other relevant structures

44


To ensure that stakeholder management matters are afforded appropriate time for sufficient

engagement

To be the advocate for engagements on stakeholder management matters in the council

To provide a platform that enables stakeholder engagement matters to be addressed in a manner

that meets the needs of the Executive, Judiciary and Legislature as well as ensuring substantive

consultations and cohesiveness.

Stakeholder Management Forums

Role:

The role of the stakeholder management forums is to ensure that stakeholder management strategy is

implemented at all levels of the City. The Stakeholder management forum provides capacity, oversight and

implementation of stakeholder initiatives as required

The stakeholder management forums shall be established in line with City structures to enable ease of

resourcing and integration.

45


Responsibility:

To ensure that stakeholder management plans are in place;

To ensure that stakeholder management initiatives are planned for the year;

To ensure that stakeholder management initiatives are recorded and followed through.

To be the custodian of the stakeholder management strategy and policy;

To be the custodian of the stakeholder database management system;

To evaluate, monitor and report on stakeholder management initiatives for alignment with City’s

strategic priorities; and

To provide an early warning system for possible risks emanating from stakeholder engagements.

The Council is the final authority in the City and provides legislative leadership on stakeholder management

initiatives. Stakeholder Management should be managed through the City’s structures consolidated in the

Office of the Executive Mayor through the Stakeholder Management Unit and reported to Mayco and

Council accordingly.

PART C: STAKEHOLDER IMPLEMENTATION

6 STAKEHOLDER IMPLEMENTATION

6.1 Stakeholder Engagement

Stakeholder engagement shall be preceded by stakeholder mapping in line with the categories stated in

stakeholder mapping. This shall be done as follows:

Biographical details with respect to Region, Ward, Grouping and Sub grouping, for instance if the

stakeholder is a business, is it a small, medium or large, which economic sector is it in as well as industry. If

the stakeholder is a resident what is the gender, age grouping, and LSM standing. If it is a State Owned

Entity or Government as well as the economic sector it belongs to.

This process will be followed by the development of Stakeholder Interests in line with Service delivery

initiatives of the City or specific projects, or a needs assessment in line with Service delivery requirements.

The Service delivery requirements shall then determine which department in the city will be engaging with

the respective stakeholder. The person accountable for stakeholder management in each department will

46


then consolidate an analysis of requirements of the service, per region, and ward. The Stakeholder forums

shall ensure integration of such requirements across various services in the City, as well as developing an

approach on how such stakeholders will be engaged, thus consolidating at the Stakeholder Management

Unit in the Office of the Executive Mayor.

Interest / Influence Matrix

The above matrix is used for making objective judgements with respect to justification of the level of

engagement for each stakeholder. This is one of the tools the City uses to analyse stakeholders. It enables

the ease of selection of approach to be used to engage with Stakeholders as well as consistency of

approach City Wide.

The Stakeholder support and impact map povides for further analysis of Stakeholder requirements. It helps

to establish the level of engagements for the stakeholder.

Once the level of engagement is determined, it will be appropriate to determine the level of support the

Stakeholder will need with respect to Stakeholder Engagements. This takes into consideration the diverse

nature of the stakeholder groupings of the City. A big business such as banks may not require hand holding

when it comes to engagements on matters of development of roads before houses are complete, where as

a group of residents may see the building of roads before houses in a different light.

I n t e r e s t

H

H L

I

n

f

l

u

e

n

c

e

47


Stakeholder Support and Impact Map

SSI 7 SSI 8 SSI 9

SSI 4 SSI 5 SSI 6

SSI 1 SSI 2 SSI 3

The Stakeholder is then plotted on the Support and Impact Map supported by impact symbols listed above

and this helps to determine the level of support required for the Stakeholder and the impact thereof.

In a situation where the power of the Stakeholder is high and the impact is low, one may resort to

engagements that inform the Stakeholder. However in a situation where the influence of the Stakeholder is

high and the impact of the service delivery on the stakeholder is high, one may look at Stakeholder

engagement strategies that need collaboration and empowerment. This approach is also useful in

managing Stakeholder engagements for high profile services and for projects that need stakeholder

consultations.

It is important that each region and ward develops a Stakeholder analysis and reviews it annually. It is a

requirement that each region has an understanding of the analysis of its Stakeholders per ward and

reviews it when something material happens in their environment.

High

Medium

Low

Unnecessary Desirable Necessary

Low Influence

Medium Influence

High Influence

Low Power

Medium Power

S

t

a

k

e

h

o

l

d

e

r

I

m

p

a

c

t

High Power

Level of Support Required

48


6.2 Stakeholder Communication Strategy

Communication with Stakeholders shall be strategic in that it shall be in line with Stakeholder requirements

and shall be supported by a purpose that is in line with respective Stakeholder interests being addressed by

that communication. There shall be clarity with respect to whether Stakeholders are being informed,

consulted, involved, if so how, and if there is a need for collaboration in line with models for Stakeholder

analysis.

The Communication Strategy provides for the necessary Objectives and Guiding Principles for

communication with Stakeholders, and identifies the Critical Success Factors to be in place for the

communication effort to succeed. The Strategy then depicts how the communication programme will

evolve in alignment with the Stakeholder initiatives, and indicates the components which influence

communications effectiveness.

Messages shall be anchored on the Tshwane Vision 2055, the aspirations of the City, how such stakeholder

initiatives integrate with such aspirations, the constitution, the rights and obligations of stakeholders and

the city.

Leadership shall be sought from the communication department of the City with respect to channels,

approach and implementation thereof.

The Stakeholder Management Unit shall develop a Stakeholder management communication tool kit for its

Stakeholder Management forums as well as for engagement with the communications department of the

City of Tshwane. This shall ensure a City Wide approach to communicating on matters of Stakeholders.

Information gathered at interventions that require communication shall be provided to the City Wide

Stakeholder Management unit which shall engage with the Communications Department for dispersing.

The Communication Strategy identifies the role players involved in implementing the communications

approach and their communications responsibilities, including their role in the message approval process,

and concludes by emphasising the importance of feedback in monitoring and evaluating communication of

Stakeholder Management requirements of the City.

The relationship between the Communication Strategy, its operation through a detailed Communication

Plan, and the critical feedback loop from audiences to ensure the process is bi-directional and dynamic.

6.3 Stakeholder Communication Plan

This Communication Plan includes all the steps and information required to implement and maintain the

Communication Strategy, and includes:

Defining and scheduling Stakeholder Management events and milestones;

49


Identifying Stakeholder categories, and geographic areas which need to be targeted;

Selecting the most viable and effective channels;

Developing an understanding of the impact of communication as well as unintended consequences;

Validating previous communication outcomes, any outstanding matters and the impact thereof;

Preparing the communications content and obtaining approval for each communication;

Establishing timing and timeframes;

Establishing Feedback mechanisms;

Implementing communication plan;

Recording communication initiatives in line with strategy and policy;

Periodically evaluating the effectiveness of the communications and the impact it has on required

outcomes of Stakeholder Management initiatives;

The senders, voices or change agents conveying the message; and

Making changes to the strategy as necessary.

Communication channels shall be used in a manner that increases the chances of stakeholder management

initiatives to achieve the desired results. In case of information, road shows, emails, newsletters, media and

notice boards and for collaboration and empowerment channels to be used will include meetings, team

meetings, focus groups, Imbizo’s and Lekgotla’s to name a few.

Engage People Peripherally. Engages people fully

Road Shows Meetings

Email Team Meetings

Newsletters Focus Groups

Notice Boards Lekgotla’s

Newspapers Imbizo’s

Professional magazines Planning Workshops

50


6.4 Recording of Stakeholder Engagement interventions

All Stakeholder Management Interventions shall be recorded to reflect the following:

The region and ward where the stakeholder intervention took place, the Stakeholder grouping and sub

grouping, including economic sector, industry, or LSM grouping, participation of special people such as the

disabled. Recordings shall then look at the matter which made the engagement take place, level of

participation and record proceedings thereof in form of minutes, noting action items and undertakings.

The Ward Stakeholder Management Forums shall be responsible for such recordings, and follow through

on action items. The ward Stakeholder Management forum shall remain responsible for ensuring that

Stakeholder Management issues per ward are escalated to the right authorities and matters managed

accordingly.

6.5 Management of Cross Cutting Stakeholder Management Issues.

The Ward Stakeholder Management Forums shall consolidate all issues for the ward, prioritise them and

report to the Region for inclusion into the Regional Stakeholder Management forum, which shall cluster

issues in line with service delivery lines and by laws, and provide such to the heads of relevant departments

in the City and then report to the City Wide Stakeholder Management Forum for tracking and monitoring.

PART D: INSTITUTIONAL ARRANGEMENTS

7 INSTITUTIONAL ARRANGEMENTS

7.1 Alignment with MTSF

The stakeholder management unit shall ensure that during the planning for the MTSF period, stakeholder

management requirements are incorporated to ensure a proactive approach to stakeholder management.

7.2 Alignment with MTEF

The Stakeholder Management Unit must engage with the office of the Chief Financial Officer to ensure that

requirements of MTEF are developed and implemented such that there is financial sustainability in

implementation of Stakeholder Management initiatives.

It is therefore critical that the stakeholder management unit is subjected to the MTEF governance

requirements, such as baseline allocations, prioritisation of budget allocations as well as enabling the

stakeholder management unit to participate in providing its inputs into the MTEF requirements of the City.

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Funds shall be utilised in accordance with the requirements of the MFMA and PFMA where appropriate

.Matters of section 33 of the PFMA shall be taken into account when planning Stakeholder initiatives across

departments of the City

7.3 Budgets for Stakeholder Management the City of Tshwane:

Budgets of Stakeholder Management initiatives shall be determined through the MTEF process, managed

through the office of the Office of the Executive Mayor in line with the MFMA and other governance

requirements. The budgets for stakeholder management shall include implementation of the unit, internal

and external capacity building initiatives, running of Stakeholder Management forums and related costs as

well as costs for appointing specialised skills as and when appropriate. The stakeholder management unit

shall make use of the City wide surveys but should be in a position to run opinion surveys on any

Stakeholder Management related initiative at any level of the City structures. City of Tshwane’s guidelines

on implementing surveys and opinions shall be utilised for the purposes of such surveys and opinions.

7.4 Risk Management

Risk management is a process of ensuring that possible undesirable outcomes and consequences are

managed through reduction, elimination and or outsourcing. Stakeholder Management must ensure that

there is a risk framework for Stakeholder Management in the City. This risk framework should encompass

the following:

Service delivery risk:

This pertains to administrative errors with respect to accounts for water, electricity etc.

Stakeholder management forums must be acutely aware of such challenges for their areas and

enable the City to respond to such warnings by engaging with relevant structures.

Service provision risk:

This relates to actual provision of services such as water, electricity, etc. It also relates to an area

where services are already in existence but are in a state of disrepair

Political risk:

This relates to risks that may arise as a result of different political factions creating confusion and

misunderstanding amongst the residents, thus creating unrests that are not easy to calm down or

manage.

Project risk:

This relates to big projects that sometimes fit in a service department, but is of such high profile

that it requires special attention with respect to stakeholders. One such project is the Tshwane

Rapid Transit System.

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Reputational risk:

Reputational risks may arise due to promises or communication statements made to the

stakeholders and there is no follow through. This may happen through an executive or project

manager in an immediate need of Stakeholder buy in. It is also a risk that has potential to damage

the good name and reputation of the City

Engagement risks:

This relates to management and follow ups on matters discussed in Stakeholder Management

initiatives. Other engagement risks may arise through employees participating in public forums

without guidance and or support from the City. Other engagement risks may arise from the

following:

Management of cohesion from the community on matters in which the city finds itself conflicted;

Matters of Employee Low Morale and impact on stakeholder management; and

Resolving Employee Service delivery matters.

Memorandum of Understanding:

The Stakeholder Management unit shall have a memorandum of understanding between the IR,

IGR, Mayoral Outreach and Stakeholder Management unit, the Office of the Municipal Manager,

the Office of the , Chief Whip, the office of the Speaker and other critical Stakeholders. This is to

ensure integration of roles, responsibilities and outcomes at City Wide level as well as reducing

risks of duplication, non delivery as well as provide a unified approach to City Wide Stakeholder

Management. MoU’s shall cater for different requirements for different stakeholder groupings,

based on needs and level of Support and Impact as determined through the stakeholder analysis.

7.5 Performance Management

The Stakeholder Management unit shall be performance managed on the following:

Development, implementation plan and maintenance of the stakeholder management strategy;

Development, implementation plan and maintenance of the stakeholder management policy;

Development, implementation plan and maintenance of stakeholder management database

management system;

Providing a consolidated analysis of the stakeholder management situation for the City as a whole;

Provide leadership with respect to monitoring, evaluation and reporting of stakeholder

management initiatives on a monthly, quarterly and annual basis to the MAYCO; and

Capacity building of the entire City on stakeholder management, including stakeholders.

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Performance Measurement:

Measurement of performance for City Wide Stakeholder Management Shall is at four levels as follows:

Level 1: Availability of adequate people assigned to stakeholder management initiatives throughout

City Structures. All these of these people should undergo orientation and training on

stakeholder management.

Level 2: Availability of processes, procedures and systems that ensure that stakeholder

management in the City is managed in a cohesive and integrated manner. Availability of a

City Wide Annual Stakeholder Management Calendar to support stakeholder management

initiatives.

Level 3: Degree of Stakeholder satisfaction and stakeholder engagement per stakeholder grouping,

per region and ward. Stakeholder satisfaction to be managed in a segmented approach and

reported accordingly in line with IDP outcomes.

Level 4: Availability of adequate financial resources for implementation of stakeholder initiatives

and cost effectiveness of use of those resources and the impact thereof.

7.6 Information and Data Management

Stakeholder management shall be supported by a Data Base Management system or suitable Technology.

This shall be implemented in stages and shall initially provide for the following:

Name of Stakeholder;

Contact Details;

Region;

Ward;

Category;

Sector;

Needs; and

Issues;

The City should look at having technology that should be able to add value to Stakeholder Management

with respect to the following:

Commitment tracking;

Query management;

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Two way information sharing;

Use of social media platforms;

Provides a view of all Stakeholder initiatives for the City, track and reports on their execution;

Escalation process; and

Provides reporting tool, in line with strategic requirements (Business Intelligence).

7.7 Monitoring and Evaluation.

The Stakeholder Management unit shall ensure monitoring and evaluation of implementation of City Wide

Stakeholder Management. The monitoring and evaluation process shall be based on the following:

Existence of Stakeholder Management plans for the City as a whole; departments, regions, entities and

wards

Execution of Stakeholder management plans;

Levels of participation in stakeholder initiatives;

Recording and quality of recording of stakeholder initiatives In line with policy; and

Monthly, quarterly and annual reporting.

7.8 Reporting.

Reporting shall be done in accordance with prescribed formats and shall be done monthly, quarterly and

annually. The report shall be submitted to the City’s management structures as part of normal reporting as

well as the Stakeholder Management forums for ongoing monitoring and evaluation.

8. IMPLEMENTATION

Strategy development is the first step towards a deliberate and structured journey towards achievement of

objectives. Implementation Plan enables the IR, IGR, Mayoral Outreach and Stakeholder Management to

implement the City Wide Strategy in a manner that integrates with other initiatives of the City.

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The implementation shall be in 5 Stages as follows:

Stage 1

Solicit information from the entire City to validate how stakeholder management initiatives take place and

establishment of the gap between the manner in which stakeholder management currently takes place in

the city and the intentions of this City Wide Stakeholder Management Strategy and Framework

Solicit information on the manner in which data and information relating to stakeholder management is

currently being managed. and establish the gap thereof.

Stage 2

Analyse this information against the Stakeholder Management Strategy/ Framework, Policy and Data Base

Management System. Establish gaps required for meeting the requirements of the policy and data base

management system.

Stage 3

Develop implementation guides for the City Wide Stakeholder Management Strategy, City Wide

Stakeholder Management Policy and City Wide Stakeholder Data Base Management System.

Ensure that the strategic objectives of the City Wide Stakeholder Management have been integrated and

they are as follows:

Stakeholder engagements for partnering with communities to enable sustainable local economic

growth and development;

Stakeholder engagements for developing innovative and responsive communities towards societal

challenges;

Partnerships in influencing and development of diversified and competitive communities;

Dialogue for social cohesion and participatory citizenry;

Engagements to safeguard local economic gains; and

Development and Institutionalisation of Stakeholder engagement structures.

Stage 4

Pilot the implementation guides in identified sections of the City within the City of Tshwane and

Stakeholder Management Community, factoring different stakeholder groupings. Investigate the degree to

which the Citizens are ready for alternative methods of stakeholder management such as multimedia,

social media, virtual and other relevant technological methods of communication.

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Adjust implementation guides using information collected from the piloting exercises. Provide feedback for

consideration of reviewing the City Wide Stakeholder Management Strategy and Framework, City Wide

Stakeholder Manag ement Policy and City Wide Stakeholder Database Management System.

Stage 5

Develop a roll out plan aligned to institutional initiatives of the Office of the Executive Mayor, Office of the

Speaker, Office of the Chief Whip, Office of the City Manager and all City functions including Departments,

Regions, Entities, Wards and other national initiatives. Roll out plan and measure for success.

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CITY WIDE STAKEHOLDER MANAGEMENT POLICY

An Integrated Approach to Stakeholder Management

June 2014

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marieb1

Typewritten Text

ANNEXURE B

` City Wide Stakeholder Management Policy

2

Document Control

Version June 2014

Status Active

Authority Office of the Executive Mayor

Project Leader Dr Sefora Masia

Date of enactment

Date of Review May 2015

Previous Version 2008

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This document details the philosophy, approach and policy of the stakeholder management

engagements in the City. The sections in these documents seek to provide ease of reference:

Contents

1. Explanatory Definitions ...............................................................................................................................

2. Legal and Policy Framework ........................................................................................................................

3. Scope ..........................................................................................................................................................

4. Philosophy ..................................................................................................................................................

5. Policy Statement .........................................................................................................................................

6. Principles.....................................................................................................................................................

7. Policy Details ...............................................................................................................................................

8. Stakeholder Management Approach ...........................................................................................................

9. Stakeholder Management Implementation ................................................................................................

10. Institutional Arrangements .........................................................................................................................

11. Integration with Inter Governmental Structures .........................................................................................

12. Roles and Responsibility ..............................................................................................................................

13. Process for Deviating from this policy .........................................................................................................

14. Process for Managing Disputes arising under this policy .............................................................................

15. Results for non Adherence to this policy .....................................................................................................

16. Effective Date that All Previous Versions are Superseded by this version ...................................................

17. Policy Review, Frequency and Procedure ....................................................................................................

18. ANNEXURE A: Guidelines for the Izimbizo ...................................................................................................

19. ANNEXURE B: Stakeholder Management Report .........................................................................................

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Abbreviations

CBOs Community Based Organisations

COT City of Tshwane

Gvt Government

NGOs Non Governmental Organisations

SALGA South African Local Government Association

SOEs State Owned Entities

UCLG United Cities and Local Government

UCLGA United Cities Local and Government of Africa

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1. Explanatory Definitions

City means City of Tshwane

Structures means City of Tshwane’s organisational structure mandated to manage matters pertaining to

them as well as governance structures that provide oversight for the City

2. Legal and Policy Framework

This policy on Stakeholder Management is premised on the South African Constitution 108 of 1996, the

Municipal Systems Act 32 of 2000 as amended, and other relevant legislation that requires stakeholder

engagement in executing interventions that impact on the Citizens of South Africa and the City in

general

3. Scope

The Stakeholder Management policy supports the Stakeholder Management strategy which supports

the Executive Mayor in the role of engaging with the City’s Citizens on matters that affect them as well

as accounting on the outcomes of the implementation of the IDP. The policy therefore seeks to define

parameters which when executed will enable stakeholder management for the whole City to be

implemented in a cohesive and collaborative manner, for the achievement of the aspirations of the City

and its Citizens. Stakeholder Management policy shall not be utilized for employer and employee

relationship and these are governed by Human Resource policies of the City .This policy will not replace

and or compete with strategic and operational policies as well as governance structures and

requirements of the City.

4. Philosophy

The City Wide Stakeholder Management philosophy is to ignite support for the Vision of the City and

enable the City to achieve Excellence and become the African City of Excellence through strategic

Stakeholder engagements. Stakeholder initiatives shall be anchored on the six desired outcomes for the

City of Tshwane Vision 2055 which are as follows:

Outcome 1: A resilient and resource efficient City;

Outcome 2: A growing economy that is inclusive, diversified and competitive;

Outcome 3: Quality Infrastructure development that supports liveable communities;

Outcome 4: An equitable city that supports human happiness, social cohesion, safety and healthy

citizens;

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Outcome 5: An African Capital City that promotes excellence and innovative governance solutions;

and

Outcome 6: South Africa’s Capital with an Activist Citizenry that is engaging, aware of their rights

and presents themselves as partners tackling societal challenges.

5. Policy Statement

To ensure Stakeholder Management engagements in the City of Tshwane that are anchored on the

Vision of the City to ignite participation in a manner that leads to active citizenry, liveable and happy

communities that partner and collaborate with the City to achieve equality, diversity and socio

economic goals.

6. Principles

The Principles of this Policy are anchored on the need of the City of Tshwane to have a City Wide

approach to managing Stakeholders, ensuring that Stakeholder Management initiatives support the

Vision, Mission and aspirations of the City and meet legislative obligations. It is premised on an enabling

Stakeholder Management strategy and framework, Policy and Database Management System to

implement in a coherent and sustainable manner.

The following Principles will be observed in Stakeholder Management:

Alignment with the City Wide Stakeholder Management Strategy and Framework

Integrated City Wide Stakeholder Management

The Stakeholder Management initiatives must be recognized as an integral part of the City. Stakeholder

Management must be included in strategic and operational plans of the City and supported with

appropriate resources. Stakeholder Management matters shall be included in thequarterly and annual

reports of the City Structures.

All Departments, Regions and Entities will conduct Stakeholder engagement initiatives in consultation

with Stakeholder Management Forums representing their structures.

All Stakeholder Management initiatives shall be planned and listed on the City Wide Stakeholder

Management Annual Events Calendar. This is to provide the Office of the Executive Mayor with an

integrated view of Stakeholder Management events, to establish the manner in which such events add

value to the strategic objectives of the City, and manage risks associated with, or emanating from

Stakeholder Management initiatives.

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Stakeholder engagements including Stakeholder Management forums shall be used to track and monitor

implementation of the IDP as well as collecting issues that need to be addressed through the IDP or that

require City’s structures for following through.

Stakeholder engagements shall consolidate related initiatives at City, Regional, Entity and Ward level to

ensure that there is a holistic view on the status of the Stakeholder engagement issues with respect to

consultations, participation and information on matters of the City as a whole. Analysis should be

conducted and steps taken to address these issues as well as reporting back to the appropriate

stakeholders and governance structures of the City.

Internal and External alignment of Stakeholder Management Initiatives

The internal structures of the City shall develop and implement Stakeholder initiatives as part of their

normal duties and provide performance information to IR, IGR, Mayoral Outreach and Stakeholder

Management Unit.

The City should conduct on annual basis, analysis of Stakeholder Groupings, this is to establish where

they are located and their needs and ensure that their needs are incorporated into the planning

processes of the City. Of importance is the realization that the IDP is a document that results from

consultation with residents and should make it easier to develop Stakeholder Management programmes

that are aligned with Stakeholder needs. It is therefore critical to ensure that Stakeholder engagements

seek to strengthen inputs of the Citizens on the IDP, in that engagements must be directed and ensure

that all needs are registered with the City in a manner that will ensure that such needs find place in the

IDP. Ongoing consultations, participation, and information should enable integration of needs of the

Citizens with the planning of the City’s Stakeholder Initiatives.

The wards shall monitor that Izimbizo’s address matters of interest that have been raised in their Wards,

and take appropriate steps to escalate this short-coming through the Stakeholder Management Forums

of the City.

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A Strategic Approach to Stakeholder Engagement

Stakeholder Engagements shall focus on groupings of stakeholders detailed in the Stakeholder map of

the City of Tshwane, these stakeholder groupings are listed below:

Stakeholder Grouping Engagement Approach Frequency

Government and State Owned Entities

Workshops Twice a year

Foreign Missions and Strategic Partners

Meetings Quarterly

Internal Meetings Twice a year

Business and Professionals Workshops Twice a Year

Residents Izimbizo / Ward Committee Meetings

Quarterly

Civil Society and Media Workshops Twice a Year

Political Groupings Izimbizo Quarterly

Education and Research Institutions

Meetings and Workshops Quartely

All Stakeholders Mayoral Imbizo Quarterly

The City of Tshwane has developed a guideline to implement izimbizo and this is provided for in

Annexure A of this policy document.

Internal and External Support through Stakeholder Forums

The City should have Stakeholder Management Forums at all levels of the City. The capacity of these

Forums shall be built to enable them to function in a manner that adds value to stakeholder

management initiatives as well as being effective and efficient. The Stakeholder Management forums

shall be accountable for driving stakeholder management in the City, ensuring that stakeholder

management issues are tracked, monitored, evaluated and reported in line with the governance

structures of the CoT. The Forums shall have representation City Wide, at the level of the Office of the

Executive Mayor, through the IR, IGR, Mayoral Outreach and Stakeholder Management unit. The forums

shall be further represented at the level of the City Manager, Department, Entity, Region and Ward. The

City Wide Forum shall have representatives from the Office of the Executive Mayor, The Office of the

Chief Whip, and The Office of the Speaker, The Office of the City Manager, Departments, Regions and

Entities.

Each region shall ensure that there are representatives of each ward in their forums to ensure reach of

each and every geographic area of the City, thus a City Wide approach to managing Stakeholder

engagements.

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Development of integrated Annual Events Diary

The 7 regions and 105 wards shall ensure that they have an annual events diary that provides for when

Stakeholder Management initiatives shall take place and in what format. This calendar shall be aligned

to important policy initiatives of the City as stated in the graph below:

DATE FOCUS

August - Collect the IDP needs the City Stakeholders

- Present the Annual Report to the Stakeholders

- Provide progress report about achievement of the IDP

-Solicit feedback from the Stakeholders on areas of concern on achievement of the IDP and other related matters of the Cot

- Provide feedback to the Stakeholders on previous areas of concerns raised on the IDP and other related matters of the CoT.

November - Present the 1st Quarter Performance report

- Confirm the IDP needs of the Stakeholders

- Solicit feedback from the stakeholders on areas of concern

-Provide feedback to the Stakeholders on previous areas of concern

April - Public consultation on the draft IDP and Budget

-Present the 2nd Quarter Organisational Performance report

- Solicit feedback from the Stakeholders on areas of concern

- Provide feedback to the Stakeholders on previous areas of concern

June - Present the 3rd Quarter Organisational Performance

-Present the approved IDP budget to the Stakeholders and Community

-Solicit feedback from the Stakeholders on areas of concern

- Provide feedback to the Stakeholders on previous areas of concern

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Active engagement through Mayoral Community Outreach

The Members of the Mayoral Committee should every month hold mayoral committee meetings in the

different regions. As part of these meetings the Members of the Mayoral Committee should visit

projects, community centres and/or schools, and other community based institutions in the respective

regions, and also hold meetings with different Stakeholders and community members, where possible.

At these meetings, the Mayoral Committee members should provide local delivery audits, tackle

outstanding matters and provide support with respect to follow through on outstanding matters.

The Mayoral Outreach and Stakeholder Management unit shall be responsible for planning these

Mayoral Community Outreach meetings. They shall be supported by the City Wide Stakeholder

Management Forums and led by respective City, regional, and entity Stakeholder Management forum

and represented at Ward level by relevant representation.

The Mayoral community outreach programmes should be conducted monthly and in line with the

monthly themes approved by Council, e.g. youth month in June and women’s month in August.

The Mayoral community outreach programmes shall also assist in providing the City with early warning

information on signs of potential conflicts as well as advising on steps to proactively manage such

potential conflicts.

Activities of the Mayoral Committee Meetings during community outreach shall include, but not limited

to the following:

Study tours to understand value and impact of projects implemented by the City;

Reach out visits, where the aim is to reach out to those in need;

Social cohesion meetings, with the aim of encouraging citizens to partner with the City on the initiatives of the City;

Advocacy where the aim is to promote the vision, objectives and programmes of the City for different Stakeholders;

Walkabouts to observe and have insight of the City’s environment;

Media tours to projects benefiting the community;

Sectoral meetings with the community organizations;

Visits to various institutions; and

Documentary visits as part of documentation of projects implemented by the City, including video documentation.

All activities should be registered on the City Wide events diary for the City, Regions, Entities, and

Wards, to ensure integration and alignment.

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Monitoring, Evaluation and Reporting

All Stakeholder Management initiatives shall be monitored, evaluated and reported through the normal

structures of the City. When audits are conducted for the City, this shall include implementation of

stakeholder management initiatives. The Office of the Executive Mayor, The Office of the Chief Whip,

the Office of the Speaker, The office of the City Manager, Regions and Entities shall demonstrate

support of Stakeholder Management by ensuring that their performance information validates the

following:

Evidence of Annual Event Diary;

Evidence of stakeholder management planning for interventions, such as venues, invites,

meeting packs, pamphlets, flyers for corresponding and context of messages thereof;

Evidence of execution of the events in the form of attendance registers or relevant information;

Evidence of recordings of the event in the form of minutes and or notes;

Evidence of reporting back to the Stakeholder Management structures including Stakeholder

Management forums;

Evidence of adequate financial allocations for Stakeholder Management engagements initiatives

Evidence of processes, procedures and Database Management system for stakeholder

Management;

Evidence of Capacity Building initiatives for internal and external Stakeholders;

Evidence of functional Stakeholder Management Forums across the entire City;

Evidence of conducting Stakeholder surveys; and

Evidence of review of organisational structures with the intention to establish support for

stakeholder management initiatives.

7. Policy Details

The details of this policy are aimed at providing a systematic approach to managing stakeholders for the

entire City of Tshwane. It supports the City Wide Stakeholder Management Strategy in providing policy

and procedure on the implementation of the Stakeholder Management initiatives.

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8. Stakeholder Management Approach

The Stakeholder Management approach shall consist of 5 steps, which will be as follows:

Step 1: Planning

This should be aligned to the Strategic planning processes of the City to ensure input into the City’s IDP

and related annual plans. Planning should be at high level and includes proposed initiatives for the year

and will integrate with the Stakeholder Management Annual Events Diary. Planning should also include

Capacity Building Initiatives and Stakeholder Surveys.

Step 2: Analyse

This entails analysis with respect to mapping, of Stakeholders for each Region, ward, understanding

their needs, evaluating the needs against the City’s IDP and related services. The Development of an

approach to understand the nature of the initiatives to be implemented for Stakeholder Management

for the year, as well as possible implications for such initiatives. There will be an investigation for

possible matters of contention and risks that could pose conflict between the City, its Citizens, and

providing a strategy to mitigate such risks as part of the analysis.

The City of Tshwane Stakeholder Management Approach

Step 3: Develop

This entails developing initiatives to support the Annual Events Diary, submitting the annual events diary

to the IR, IGR, Mayoral Outreach and Stakeholder Management Unit for Consolidation and Moderation.

Included in this phase is development of additional initiatives that may help with stakeholder

management initiatives for the year. This entails, capacity building initiatives for internal and external

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Stakeholders. This also includes any relevant initiatives to promote the implementation of Mayoral

Outreach and Stakeholder Management initiatives.

Step 4: Implement

There is the Implementation of Stakeholder Management initiatives that are in line with the plan and

initiatives. There is the recording, the evaluation and reporting of interventions to comply with

governance requirements and Stakeholder requirements for the City.

Step 5: Review

This entails the IR, IGR, Mayoral Outreach and Stakeholder Management Unit conducting oversight on

implementation, ensuring that these initiatives take place in a manner that promotes the ideals of the

City in form of Vision 2055. Review includes evaluation of the Stakeholder mManagement initiatives,

monitoring and reporting thereof.

9. Stakeholder Management Implementation

Implementation of Stakeholder Management initiatives shall be anchored on the espoused Vision of the

City, the values and aspirations (outcomes) of Vision 2055 of the City.

The Vision of the City of Tshwane is to be the “African Capital City of Excellence”

The Vision 2055 embodies a City that is liveable, resilient and inclusive; its citizens enjoy a high quality of

life, have access to social, economic and enhanced political freedoms and citizens are partners in the

development of the African Capital City of excellence. This can only be realized through a robust and

engaging Stakeholder Management approach.

Stakeholder Management initiatives shall be anchored on the Values of the City of Tshwane which are

stated as follows:

a. Community Orientation: Provide and deliver sustainable services for the whole community

based on needs assessments.

b. Transparency: Invite and encourage public sharing and democratic participation in the

Municipality's activities.

c. Commitment: Focus and concentrate on the Municipality's core activities in a consistent

manner.

d. Business Orientation: Subscribe to and comply with the best business practices.

e. Accountability: Report regularly to all stakeholders regarding the Municipality's performance.

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f. Integrity: Conduct the Municipality's business in a fair, responsible, flexible, equitable and

honest manner.

g. Non-racialism and non-sexism: Promote mutual respect and non-discriminatory policies and

practices

Furthermore the Batho Pele Principles and the objectives of the City Wide Stakeholder Management

which are aligned to the Strategic Objectives of the City, shall be used in development of Stakeholder

Management initiatives

The policy brings to life, strategic objectives of the City Wide Stakeholder Management which are as

follows:

Stakeholder engagements for partnering with communities to enable sustainable local economic

growth and development;

Stakeholder engagements for developing innovative and responsive communities towards

societal challenges;

Partnerships in influencing and development of diversified and competitive communities;

Dialogue for social cohesion and participatory citizenry;

Engagements to safeguard local economic gains; and

Development and Institutionalisation of Stakeholder engagement structures.

The procedure for implementation of Stakeholder Management for the City of Tshwane shall be done

in the following 8 steps

Step One: Profiling

Analyse Stakeholders in line with geographic position, Stakeholder Groupings as detailed in the

Stakeholder Map of the City. Analyse related sub groupings as detailed in the Stakeholder strategy

under each Stakeholder category. In the event that the Stakeholder is Business, information relating to

the Economic Sector that business falls under as well as industry thereof must be included in the

Analysis. If the Stakeholder Grouping consists of residents, economic groupings must be included in the

form of levels of income or Living Standard Measures.

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The City of Tshwane has identified a Stakeholder map (Groupings) for its Stakeholders as detailed in the

diagram below:

The description of the City Wide Stakeholder groupings as mapped by the City of Tshwane is as follows:

Government and State Owned Entities (SOEs) refers to all government departments, national and

provincial as well as all state owned entities located in the City of Tshwane and its regions. This may

mean that the City may have a government or SOE Stakeholder in its three forms of National, Provincial

and Local level. An example of this could be the Department of Education or Health. In the event that a

Government entity or SOE is represented within the City in its three spheres, it Stakeholder issues will

be managed in the geographic wards that they fall in, under the Government and SOE Stakeholder

grouping and facilitated by IGR in respect of the service delivery in question, in line with the City’s

Institutional arrangements.

The following are examples of sub groupings of Stakeholders in this category

National Government Departments;

Provincial Government Departments;

Local Government Departments;

Public Entities;

Public Private Partnerships;

SoE’s;

South African Local Government Association (SALGA);

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United Cities Local Government (UCLG) and United Citues Local Government Association

(UCLGA); and

Other Municipalities, (Provincial, National and International).

Political Parties and Interest Groups are also seen as Stakeholders within the City of Tshwane, as such

their interests, and needs shall be established and will be engaged with at the geographic region / ward

that they operate in, in line with services they need. It is important to ensure that requirements of

political parties are managed through established structures and any interactions are recorded, tracked

and reported to council through the Chief Whip Structures, where the political parties are presented

through their own Political Whip. South Africa is a democratic country with established structures for

political engagements, the CoT maintains that those structures be utilized for political matters and

where service delivery is involved, the appropriate Stakeholder forums take responsibility as required.

Foreign Missions and Strategic Partners also form part of Stakeholders in the CoT. As stated the City has

the second highest concentration of embassies in the world, second to Washington DC. For this

Stakeholder, the city will take a pro-active approach in identification of needs and ongoing engagements

to proactively manage any matters that may arise. The key aspect is to ensure mutual benefit of the City

with these embassies, diplomats and strategic partners

The following are examples of sub groupings of Stakeholders in this category:

Foreign Missions;

Diplomatic community;

International Dignitaries;

International Bodies;

Political Leaders;

Members of Parliament; and

Councillors.

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Internal Stakeholders are employees of the City of Tshwane. Whilst being employees they are also

citizens (Stakeholders) of the city and are affected by service delivery initiatives as much as all the other

Citizens of the City. They are conflicted in their interest in that they are the providers of services to the

Citizens as well as having information that ordinary citizens may not have. They are at the same time

meant to be the solution to providing service delivery and as such be loyal to the City. The employees of

the City should not be seen to be creating distrust on the City by its Citizens through participation in

initiatives that are against the City and its management

Management of this Stakeholder therefore shall combine employee relations matters as well as

obligations of the City on employees and that of employees to the City. The City should encourage

through advocacy, for its internal Stakeholders to get involved in solutions for service delivery.

The employees of the City should be advocates for the IDP/ SDBIP and work as ambassadors of the City

and its Vision 2055. Only authorized representatives of the city will communicate to Stakeholders in a

professional manner.

In the event that employees would like to participate in Stakeholder Management initiatives as Citizens

of the City, their participation shall be declared to the City Wide stakeholder management forum with

respect to their role, level of involvement and possible conflict areas as well as how these will be

mitigated. Approval to participate shall be sought through the City Manager. The Stakeholder

Management forums should also consider making use of employees that reside in specific wards as

ambassadors of the City with clearly defined roles and support.

Business and Professional Stakeholders include all forms of commercial business in the form of small,

medium and large business. Like all Stakeholders they are assessed based on their geographic ward

position and then their service delivery requirements. It will be expected that in some instances the

need of business may be to get involved in the development of solutions to service delivery.

The following is an example of sub groupings of Stakeholder categories

Banks;

Retail Shops;

Shopping Centres;

Motor Industry;

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Private Clubs (e.g. Golf Clubs);

Big business;

SMMEs;

Taxi associations;

Developers/construction industry;

Shopping malls;

Hotels;

Professional Associations e.g. Lawyers, Doctors, Accountants

Residents are seen to be the recipients of most services as well as the implementers of by laws. In a

normal setting they are seen as passive customers who receive services from the City. In building an

African Capital City of Excellence, residents are required to partner in solution for service delivery as well

as being innovative in ensuring happy citizens, cohesive and diverse people living together in harmony.

The following is an example of sub groupings of stakeholders in this category.In all stakeholder

categories, care should be taken to identify the poor and non literate.

Men

Women;

Children;

Disabled;

Youth;

Elderly; and

Community Safety;

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Civil Society and Media entails a number of social interest groups in the form of NGOs, CBOs, Faith

Based organisations and Media. Their interests vary from ensuring that the constitutional rights of

people are upheld and / or, reporting on matters of service delivery or service delivery related projects.

The following is an example of sub groupings of Stakeholders in this category.

Sports Bodies;

Faith based organizations;

Children’s Organisation;

Research Bodies;

Labour Unions;

NGOs;

Media;

Concerned Groups;

Community forum representatives; and

Organised structures for Men, Women, Youth, Disabled and other bodies.

Educational and Research Institutions are considered to be an important stakeholder grouping. The CoT

intends to engage this stakeholder grouping as leverage in the processes of transforming the City to be

African City of Excellence and in the achivement of the Vision 2055 of the City. The targeted groups in

this category include private, semi private and state institutions. In terms of this policy educational and

research instutions shall be engaged through this stakeholder grouping irrespective such institutions

falling in other categories within the stakeholder grouping.

Primary Educational Institutions

Secondary Educational Institutions

Tertiary Educational Institutions

Vocational Educational Institutions

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Research Institutions

Educational Standard Bodies

Step Two: Needs Analysis

Analyse further, establishing the needs of these Stakeholders, using a desk top approach, validated

against the IDP to avoid Stakeholders providing conflicting information into the IDP. Information used

from the Desk Top shall be from the media, reports from the Stakeholder Management Forums, Records

of meetings, and reports from the Office of the Executive Mayor, Office of the Speaker, Office of the

Chief Whip and Office of the City Manager, and other information sources of the City of Tshwane.

These needs will then be compared to those in the IDP to establish any gaps that could be between the

analysis and the IDP.

Once the needs have been established, the tools for Stakeholder Management shall be utilized. The

Interest / Influence Matrix tool shall be utilized as a filter to plot the Stakeholder on this matrix. This

assists the City to provide the right amount of time and effort with the right stakeholders for the right

reasons.

The quadrants of the Interest/ Influence shall be named as follows:

Low Interest and Low influence will be named IA, stated as Inform on the Matrix. Low Influence and

High Interest will be IB, stated as Consult on the Matrix.Low interest and high influence will be named IC

stated as Consult/ Inform in the matrix. High Interest and High influence will be named ID stated as

Collaborate/Empower in the matrix. Once a stakeholder is plotted on the matrix, they shall have a label

corresponding to the position on the interest /influence matrix

The following provides clarity on the interpretation of the quadrants;

Low interest and Low Influence could be found in a project that is earmarked for a creche and

there could be a stakeholder who does not have chreche going children or whose chreche going

children live elsewhere.

Low Influence and High Interest could be found in a project that is earmarked for a creche, and

a stakeholder could have chreche going children and needs the creche, but the terms of

engagement are such that the stakeholder can not have a say, either through financial means,

capacity to influence and or other belief systems and individual may have.

Low Interest and High Influence could be found in the same project, where by the stakeholder

does not have a chreche going child but is a respected member of the community and can

influence the project, the stakeholder may also have resources and or expertise to influence the

project

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High Interest and High Influence could be found in the same project, whereby the stakeholder

that has a chreche going child, or has a business interests in chreches, has knowledge and or

resources to participate fully in the project

The Matrix is a tool to enable the City to establish the form and shape of initiatives to be implemented.

Interest / Influence Matrix

The Influence Interest Matrix provides for decision making purposes. An example is that of a Business,

Embassies, and some Civil Society groupings that may have a particular need and have the expertise or

the resources to participate or partner on a delivery of a service they require. The content and context

of those consultations will be defined in quadrant ID, which entails collaboration and empowering.

Another example is whereby the CoT may decide to engage residents to provide a service for them in

order to fast track solving of a problem.Consultations therefore shall make use of the quadrant ID which

entails collaboration and empowering. This approach requires the CoT to ensure that there are mutually

beneficial outcomes and these outcomes are clear and agreed to prior to implementation of the project

or service delivery.

I n t e r e s t

H

H L

I

n

f

l

u

e

n

c

e

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Step Three: Participation Analysis

The CoT participation analysis seeks to establish a process of selecting Stakeholders and Stakeholder

engagements for participation on an initiative. This seeks to ensure that the aspirations of the City of

Active Citizenry are achieved. In order for this aspiration to be achieved, participation by Citizens, need

to be planned, purposive, add value to Citizens and the City as well as being sustainable. The

Stakeholder Support and Impact Map is a tool to enable the City to establish the impact of the Service

Delivery initiatives on the stakeholder and the level of support required by the stakeholder to make full

use of the service in a beneficial and sustainable manner.

Stakeholder Support and Impact Map

SSI 7 SSI 8 SSI 9

SSI 4 SSI 5 SSI 6

SSI 1 SSI 2 SSI 3

High

Medium

Low

Unnecessary Desirable Necessary

Low Influence

Medium Influence

High Influence

Low Power

Medium Power

S

t

a

k

e

h

o

l

d

e

r

I

m

p

a

c

t

High Power

Level of Support Required

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Interpretation of Stakeholder Support and Impact Map is provided in the analysis table below:

Level of Power Level of Influence

Impact Level of Support

Translation Intervention

High High High High SSI 9 Partnering

High High High Medium SSI 8 Inclusive and Participatory

High High High Low SSI 7 Inclusive

High High Medium High SSI 6 Participatory

High High Medium Medium SSI 5 Participatory

High Medium Medium Low SSI 4 Participatory

Medium Low Low High SSI 3 Informed

Low Low Low Medium SSI 2 Informed

Low Low Low Low SSI 1 Informed

SSI means Stakeholder Support Impact, and the number reflects the quadrant on the map.

In the event that stakeholders need to partner actively in service delivery initiatives, the CoT has to be

clear on information and tasks to be allocated to Stakeholders for them to participate meaningfully, and

expected outcomes including recognition thereof.

Sharing of information for Stakeholder participation and partnering shall be in line with the CoT’s

information management policies and guidelines and will not undermine secrecy and confidentiality

requirements of the City at the expense of Stakeholder Management initiatives.

The table provides for guidelines on what form of engagement must take place with the Stakeholder,

this ranges from Stakeholder being informed, participating to the highest level of Stakeholder

engagement, which is that of partnering.

Step Four: Planning

This requires development of Stakeholder Management initiatives for the forthcoming period, generally

a year, in alignment with SDBIP, Mayoral outreach programmes and related initiatives of the City. This is

supported by a plan that will culminate into a Stakeholder Management Annual Event Diary for the City

Wide Stakeholder Management. This policy recognizes that there will be Stakeholder Management

initiatives arising from Service Delivery initiatives such as projects and services. These initiatives may or

may not be included in the annual event diary. Stakeholder analysis needs identification and

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participation analysis still needs to take place prior to such initiatives being implemented, to ensure that

the correct approach and correct information is utilized to engage with Stakeholders.

Critical to Stakeholder Management is ensuring that initiatives engage the right people for the right

reasons at the right time, with the right information. It is important to provide for tracking, recording

and submission of such information to the Stakeholder Management structures within the City at the

planning stage.

During planning stage identification of internal and external Stakeholders as well as their roles and

responsibilities shall be undertaken and included.

Included in the planning process will be identification of capacity building requirements for both internal

and external Stakeholders and how these capacity building initiatives will be implemented.

Step: 5 Capacity Building

The Mayoral IR, IGR and Mayoral Outreach and Stakeholder Management Unit is responsible for

consolidating the Stakeholder plans and annual events diary, evaluating this for duplications, overlaps as

well as competing participation for the Executive Mayor, the Speaker, the Chief Whip and the City

Manager. The aim is to ensure that Stakeholder Management initiatives are streamlined and aligned to

the Corporate and Legislative calendar of the City as well as strategic initiatives of the City. The IR, IGR

and Mayoral Outreach and Stakeholder Management Unit shall also be responsible for consolidation of

capacity building initiatives in the form of people, budgets and or expertise, and facilitating a process to

address the capacity gap in line with the CoT’s governance structures. Capacity building shall be for both

internal and external structures and shall be aligned to the City’s Stakeholder Management Plan or

Events Calendar.

Step 6: Implementation

This entails implementation of planned stakeholder management initiatives, ensuring that required

recording of initiatives takes place including, minutes taking and reporting in line with requirements.

Included in Implementation are communication which shall take place in line with the CoT’s guidelines

and the Communication Strategy of the Stakeholder management initiatives. The stakeholder

Management Forums are responsible for oversight of implementation of stakeholder management

initiatives and will provide facilitation and moderation services. The forums shall also be responsible for

communication, monitoring, evaluation and reporting of stakeholder management initiatives.

The Stakeholder Management forums shall be aligned to the Structures of the City to ensure ease of

integration. The diagram below depicts the City’s structures and their relation to the Stakeholder

Management Forums.

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ALIGNMENT OF INTERNAL AND EXTERNAL STRUCTURES

Stakeholder Communication Plan

The Stakeholder Management communication plan includes all the steps and information required to

implement and maintain the Communication Strategy, and includes:

Identifying Stakeholder categories, and geographic areas which need to be targeted, this

process shall make use of information from step one of the stakeholder approach ;

Identifying Stakeholder Needs and validating them against IDP, SDBIP as required;

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Analysing level of engagement required using the SSI matrix, this process can make use of

information in step 3;

Defining and scheduling Stakeholder Management events and milestones;

Selecting the most viable and effective channels for respective stakeholders taking into

consideration the level of engagement required.

Developing an understanding of the impact of communication as well as unintended

consequences;

Validating previous communication outcomes, any outstanding matters and the impact thereof;

Preparing the communications content and obtaining approval for each communication;

Establishing timing and timeframes for communicating, noting expiry time for communicating

information;

Establishing Feedback mechanisms and timeframes;

Implementing communication plan;

Recording communication initiatives in line with strategy and policy;

Periodically evaluating the effectiveness of the communications and the impact it has on

required outcomes of Stakeholder Management initiatives;

The senders, voices or change agents conveying the message; and

Making changes to the communication plan as necessary.

Communication channels shall be used in a manner that increases the chances of Stakeholder

Management initiatives to achieve the desired results. For informing citizens: road shows, emails,

community radio stations, newsletters, media and notice boards shall be used as medium of

communication. For collaboration requirements and empowerment, communication channels to be

used will include meetings, team meetings, focus groups, Izimbizo and Lekgotla to name a few

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The Diagram below shows the spectrum of engagement resulting from different channels

Risk Management

Stakeholder Management initiatives shall be monitored for possible conflict of interests and any other

matters that may result in any form of risk to the City. The City’s risk management unit shall be enlisted

for ensuring that identification, monitoring and reporting of risks is aligned to the requirements of CoT.

Included in risk management shall be turn around times for response on stakeholder issues. Turn around

times must be supported by research on the ability of the City to meet the required Turnaround Times.

This shall factor, Information management Systems, human resources and other related constraints. The

outcomes shall form part of the stakeholder Forum charters with internal and external stakeholders.

Step 7 Review and Monitor

This entails IR, IGR, Mayoral Outreach and Stakeholder Management unit reviewing the implementation

of Stakeholder Management initiatives City Wide, ensuring compliance with CoT’s governance

requirements and alignment with the City’s IDP, SDBIP and furthering the requirements of the executive

Mayor being able to account to the Citizens in a responsible, tangible and purposeful manner. Reviewing

and monitoring should include details of initiatives that can address gaps identified during this step.

Step 8: Reporting

Engage People Peripherally. Engages people fully

Road Shows Meetings

Community and Campus Radio’s etc Community Meetings

Email Team Meetings

Socila Media: Twitter, SmS, MMS, etc

Newsletters Focus Groups

Notice Boards Lekgotla’s

Newspapers Imbizo’s

Professional magazines Planning Workshops

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Reporting will be implemented by all structures of the City as well as Stakeholder Management forums

Reporting shall be done monthly, quarterly and annually, it shall be integrated with the City’s

Governance structures and supplemented by the Stakeholder management Forums. The Mayoral

Outreach and Stakeholder Management Unit shall present the City Wide Stakeholder Management

report to Mayoral Committtee as required by the Office of the Executive Mayor.

The stakeholder Management initiatives shall be reported in the prescribed form described in Annexure

B

10. Institutional Arrangements

The City’s structures shall provide for a resource to manage stakeholder engagements for the City, at

Departmental, Regional, Entity and Ward level. Such resources shall be supported with required

capacity. Such resources shall also form part of the Stakeholder Management Forums and report both to

the CoT Structures and the City Wide Stakeholder Management Forums.

11. Integration with Inter Governmental Structures

The International and IGR section of the CoT will take the lead in enabling stakeholder management

initiatives and address requirements of Stakeholder initiatives in the Government and State Owned

Entities, as well as embassies and strategic partners. This is to ensure that their needs are taken care of

in a manner that is relevant and focused. Included in such Stakeholder engagements will be mobilization

for support for interventions that support Mayoral outreach initiatives. The Stakeholder Management

planning and performance management shall form an integral part of the City’s structures as shown

below:

CLUSTER

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Stakeholder Management initiatives shall take strategic guidance through TROIKA, MAYCO and CLUSTER

Stakeholder Management initiatives shall be planned and reported through the City’s formal structures

and co-ordinated by the IR, IGR, Mayoral Outreach and Stakeholder Management Unit.

Stakeholder Management Forums shall be represented at all levels in the City and have a direct

reporting line to the business and a dotted line to the Stakeholder Management Forums which are

managed through the Mayoral Outreach and Stakeholder Management Unit of the City, representing

the office of the Executive Mayor.

Database Management System

Stakeholder Management shall be supported by a Data Base Management system or suitable

Technology. This shall be implemented in stages and shall initially provide for the following:

Name of Stakeholder;

Contact Details;

Region;

Ward;

Category;

Sector;

Needs;

Economic grouping;

Gender;

Disability;

Issues;

The City should look at having technology that should be able to add value to Stakeholder Management

with respect to the following:

Commitment tracking;

Query management;

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Two way information sharing;

Use of social media platforms;

Provides a view of all Stakeholder initiatives for the City, track and reports on their execution;

Escalation process; and

Provides reporting tool, in line with strategic requirements (Business Intelligence).

12. Roles and Responsibility

The roles and responsibility of the structures that support stakeholder management shall be as defined

in the stakeholder management strategy. With respect to this policy, the following roles are envisaged:

Position Role Responsibility

Executive Mayor Ownership and approval of the policy

Provision of resources for implementation.

Chief Whip Ownership Implementation

Speaker Ownership Implementation

City Manager Execution Implementation and Resources

Departments/ Entities/ Regions/ Ward

Support Implementation

Stakeholder Management Forums

Support Implementation

IR, IGR, Mayoral Outreach and Stakeholder Management Unit

Facilitation Oversight

13. Process for Deviating from this policy

In the event that there is a material need to deviate from this policy, a formal request shall be made to

the Mayoral Outreach and Stakeholder Management Unit, which will establish the impact of such a

deviation and make submissions to the Office of the Executive Mayor for condonation. The response

times should be in line with those stated by CoT governance requirements.

14. Process for Managing Disputes arising under this policy

In the event that there is a dispute on the implementation of this policy, the CoT channels for resolving

disputes will be followed. The outcome of the dispute resolution should be accepted by those parties in

dispute. Whilst mediation and conciliation will be considered to be the primary method of dispute

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resolution, this shall in no way take away any rights under law, which the parties may have. It is in the

interest of the parties involved and the CoT to resolve conflicts through dialogue and mediation as a

primary approach to conflict resolution and in compliance with the CoT conflict resolution policies

where appropriate.

15. Results for non Adherence to this policy

All employees of the CoT who implement Stakeholder initiatives are required to comply with this policy.

In the event that compliance is compromised, the CoT’s normal disciplinary processes will be used to

ensure compliance.

16. Effective Date that All Previous Versions are Superseded by this version

This policy will take effect on the date of signature and the Mayoral Outreach and Stakeholder

Management unit will be accountable for the roll out of the policy, ensuring that it is understood and

executed accordingly

17. Policy Review, Frequency and Procedure

The policy shall be reviewed once a year in line with guidelines for the CoT.

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18 Signatures

This policy is hereby approved and the following signatures Signify such approval

Signature:…………………………………… Date of Approval……………………………

Dr Sefora Masia

Executive Head: IR, IGR, & Mayoral Outreach and Stakeholder Engagement


Signature…………………………………… Date of Approval………………………………...

Mr Jason Ngobeni

City Manager

Accounting Authority


Mr Ernest Shozi

Chief of Staff



Cllr Kgotsientso David Ramagopa

Executive Mayor

Executing Authority

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ANNEXURE A

GUIDELINES FOR THE IZIMBIZO

Preparations for the Izimbizo

The following approach will be applied

Eleven Izimbizo

The Izimbizo should be divided amongst the ten Members of the Mayoral Committee. Members of the

Mayoral Committee, supported by their Heads of Departments and Regional Executive Directors, will be

deployed in the various areas. The Executive Mayor and MMCs should be equipped with well researched

information of a particular region to enable them to respond adequately to issues. The ten Izimbizo will

be convened quarterly.

The ten Izimbizo will require more resources to be deployed such as costs for logistics and publicity as

well as human resource capacity to provide support to all MMCs i.e. Secretariat Support, Pre-imbizo

consultations, sector identification, participation of the various desks including SASSA and Home Affairs

and Coordination, Compilation of information relevant to each region and overall coordination during

public meetings. These challenges must be adequately addressed to avoid last minute disorganisation

and frustrations.

Clustered Izimbizo

The following cluster system will be used i.e. the Executive Mayor, Infrastructure Cluster, Social

Development and the Economic and Development Cluster. The four clusters will be coordinated in line

with the approved cluster system. The political heads will be supported by their Heads of departments.

The same approach of dividing Tshwane into regions will be used although the clusters may not cover

the overall Tshwane area. This approach is more cost effective as opposed to the eleven public

meetings.

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Additional Support

The relevant desks must all times be invited to provide information and assist members of the

community with their enquiries i.e. SASSA, Home Affairs and the provincial department of housing as

well as the COT’s Health and Social Development, Finance, Customer Care and Strategic Interest Groups

should be invited to assist with information and registration of the indigent, the billing matters and

registering on the youth database and other important information.

This could be further reinforced by providing information packs containing e.g. information on

important telephone numbers and the location of the regional offices, services offered by regional

offices as well as information booklets on the IDP, Budget, State of the City Address and other important

by-laws or policies documents.

CONSULTATION WITH STAKEHOLDER

It is always advisable to engage with organised communities as opposed to individual members of the

community prior to the actual public meeting. Therefore consultations with the following sector

representatives must take place prior to the public meeting:

(a)Women’s organisations

(b) Youth Organisations

(c) Faith Based Organisations

(d) Elderly and Disabled Organisations

(e) Ward Councillor, Ward Committee and the CDW representative of the area

(f) Taxi and /or business representative

(g) Representative from the Concerned Groups

(h) Other relevant community based organisations

Community Based Organisations (CBOs)

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Non Governmental Organisations (NGOs)

Education Institutions

Stakeholders should be consulted prior to the Izimbizo about their concerns. Such information should be

referred to relevant departments for feedback and be used to compile a comprehensive report to

enable the Mayoral Committee to respond to issues at the public meeting. A comprehensive report

which includes departmental inputs should be made available five (5) days prior to the public meeting

Prior to the public meeting, the Executive Mayor and Members of the Mayoral Committee or clusters

must convene a pre-Imbizo briefing meeting with the public representatives of that particular area

PUBLIC MEETINGS

A system to record and track issues raised during public meetings, with specific focus on commitments

made by the Executive Mayor and members of the Mayoral Committee are critical. The relevant

Strategic Executive Directors are responsible for following up and submitting reports to MMC’s

regarding progress on issues raised during public meetings.

The Office of the Executive Mayor and City Manager will be required to also communicate all issues

raised that are the competency of province and national government to the relevant MEC’s and

ministers respectively and solicit responses.

Individual departments must:

Provide relevant information based on the situation analysis report, in preparation for the Izimbizo;

Sign-off (i.e. the SED and MMC) the report and forward it to the OEM/CM for consolidation ten days prior to Imbizo.

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Provide responses on all issues raised by communities at the Izimbizo during the event and one week after the imbizo, where immediate responses can not be provided.

POST- IMBIZO ASSESSMENT

A post Imbizo assessment is crucial to allow the Mayoral Committee an opportunity for self assessment

aimed at identifying areas that need to be improved or reinforced. Officials supporting the Mayoral

Committee should also convene a debriefing session soon after the Imbizo. All MMC’s should submit to

the Executive Mayor reports containing minutes of the public meeting and templates populated with

inputs from the communities as part of the IDP needs collection process.

FOLLOW- UP AND FEEDBACK

In ensuring that Izimbizo are not perceived as “talk shops’’ it is important to ensure that the

departments respond to the public’s ideas and concerns as soon as reasonably possible. This will also

ensure credibility of the Mayoral Outreach Programme and will also ensure that the communities do not

lose interest as a result of disgruntlement, leading to non-attendance of public meetings

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18. ANNEXURE B: Stakeholder Management Report

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Tshwane · T. he . City wide . Stakeholder Management Strategy . and Framework. take. into account the. Tshwane Vision. 2055 . mandates and relevant legislation. It reflects the …

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