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City Wide Stakeholder Management Strategy
and Framework
June 2014
9
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
10
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:
11
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.
12
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.
13
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:
14
7
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
15
8
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
16
9
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
17
10
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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City of Tshwane - City Wide Stakeholder Management Strategy and Framework Page 12
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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City of Tshwane - City Wide Stakeholder Management Strategy and Framework Page 14
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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City of Tshwane - City Wide Stakeholder Management Strategy and Framework Page 16
ACT RELEVANCE TO STAKEHOLDER MANAGEMENT
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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ACT RELEVANCE TO STAKEHOLDER MANAGEMENT
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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ACT RELEVANCE TO STAKEHOLDER MANAGEMENT
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.
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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.
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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
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.
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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;
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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
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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.
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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
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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.
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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
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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
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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
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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;
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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
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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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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
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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
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e
h
o
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d
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I
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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
Office of the Executive Mayor
Signature…………………………………… Date of Approval………………………………...
Mr Jason Ngobeni
City Manager
Accounting Authority
Signature…………………………………… Date of Approval………………………………...
Mr Ernest Shozi
Chief of Staff
Office of the Executive Mayor
Signature…………………………………… Date of Approval………………………………...
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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