Ello hizo que los cartagineses volvieran a levantar

All of the participants requested to remain anonymous in the study, mainly because of the possibility that the organisation might use this document in future. The participants explained that they would not like be in a situation where the political leadership might have the perception that they are critical of previous decisions of the political structures. In many of the questions all of the participants or a majority agreed on a specific argument or statement. The information will be presented indicating that the majority agreed and general comments will be noted where applicable. In cases where a specific individual or unique contribution was made, reference will be made to the specific participant by indicating his/her participant number. As explained above the anonymity of the participants are protected and they will be referred to as participant 1 to 5 where applicable.

The contributions made by the participants on the different questions posed to them are presented below.

6.3.1.1 Understanding of the culture and circumstances of Theewaterskloof Municipality

A number of change agents have been identified who are employed within the organisation to indicate their experience with regard to challenges and the needed change in the organisation. They have also been requested to list important change management principles which they believe will be critical for successful change within the organisation.

The following challenges and concerns were raised by the five internal participants employed by the organisation. All of the participants are employed on middle or senior

110 | P a g e management level. Their functions are mainly related to human resources, community development, local economic development and customer relations.

6.3.1.1.1 Theewaterskloof Municipality as a developmental municipality

The participants were asked if they were of the opinion that Theewaterskloof Municipality can be seen as a developmental municipality. The majority of the participants felt that the organisation is currently not developmental and that the direction that Council adopted in 2017 has reached a “stalemate’’ situation. One of the participants also indicated that the lack of economic opportunities and challenges in the different towns within the municipality pose further challenges for the municipality to be developmental. The majority of the participants also indicated that they feel that both the administrative and political leadership are not aligned to steer the organisation in the adopted direction. Only one of the participants indicated that they believe that the municipality can be seen as developmental, mostly based on current local economic development initiatives.

6.3.1.1.2 Needed change in the organisation

The majority of the participants felt that change is definitely necessary in the organisation, especially to ensure that the services provided to the community meet the expectations of the community. They indicated that it is important that the structure and business model of any organisation should be reviewed from time to time. The participants also indicated that the mind-set of the employees needs to change. They explained that employees should be more focused on the clients and potential developers and should be willing to go the extra mile. One of the participants made an important comment indicating that municipalities are sometimes too busy to solve other issues so that they forget to deliver their constitutional mandate.

6.3.1.1.3 Main challenges in the organisation and understanding of all role-players

All the participants mentioned the challenge of financial sustainability and are of the opinion that all stakeholders are aware of this challenge. The small rates base of the municipality was mentioned as a contributor to this challenge. Another challenge mentioned is stability in leadership and creating a relationship of trust and co-operation among each other. The majority of participants further indicated that the organisation should first ensure that “its house is in order” before they will be able to become more

111 | P a g e developmentally-focused. The challenge of sustainability in general was also listed by the participants. The concern was also raised that, although Council adopted a new direction, the structure and resources to support it are problematic. One of the participants added that productivity and pride among employees are problematic and that the organisation should be developed by enabling employees to change their mind- set and attitude. This will ensure that the municipality is able to move forward.

6.3.1.1.4 Benefits of change and the impact on the objectives of the organisation

The majority of the participants indicated that if stability of the leadership is achieved it will set a tone for the rest of the employees to be more developmentally-focused. They argued that it is a matter of leading by example. The suggested change will further influence all employees to walk the extra mile to ensure that developers are encouraged to invest in the area. All of the participants mentioned that employees will have to realise and accept that the organisation cannot continue with “business as usual” attitude. One of the participants indicated that the focus of the organisation and the community will have to be changed. It is further mentioned that the principles of working together as stakeholders will be a further result of change and this will create an environment for a developmental culture.

6.3.1.1.5 Hardest element to change in the current way of thinking of employees

Most of the participants indicated that the most difficult element of change will be to convince the management team that they should lead by example. They explained that management should realise that they can play an important role in changing the situation. They indicated further that it will be difficult to change established habits and attitudes of employees. One of the participants also mentioned that it will be difficult to change the mind-set of the political leadership, but that there are sufficient skills and knowledge within the organisation to add value to the new direction.

6.3.1.1.6 Current organisational culture of the organisation

The participants described the current culture of the organisation as problematic, using words such as hierarchical, depressing, negative, and toxic. It is further indicated that there is a lack of accountability and trust within the organisation and that employees are unproductive. There is also a feeling that the staff morale is very low.

112 | P a g e 6.3.1.1.7 What should not change in the organisation

The majority of the participants indicated that the current commitment and dedication of some of the individuals within the organisation who supports change and work together to ensure that change will be possible should not change. It is also mentioned by the participants that the current intellectual capacity that exists within the organisation should not be changed. It is argued that the skills and expertise available within the organisation should be used to the benefit of change. One of the participants mentioned that understanding each other within the organisation and the overall culture of working together and supporting each other through difficult times should not change.

6.3.1.1.8 Biggest challenges and obstacles in the change process

Most of the participants mentioned the challenge of agreeing on the best way to achieve the change in culture in the organisation and to ensure that the implementation will be realistic and possible. Obtaining the buy-in from all stakeholders was also indicated as a challenge. One of the participants also mentioned the challenge of resistance and that employees might be scared of what lies ahead.

6.3.1.1.9 Main objective or goal of this change process

The majority of the participants felt that the main objective of change is to achieve sustainability in delivering services and to create a bigger rates base. They further mentioned that the ultimate goal is to develop the community and the economy within the area. One of the participants made the comment that the goal however cannot only be to achieve the objectives of Council, but to build the staff morale and ensure effective and efficient day-to-day delivery.

6.3.1.1.10 New values, goals and integration within the organisation

The participants had different ideas of the most important values and goals that should be adopted by the organisation. The most prominent values mentioned include mutual respect, integrity, professionalism, commitment to service excellence, excellent client care and the need to be investment-friendly. The majority of the participants were of the opinion that the objectives set by Council in 2017 (see chapter 4) will form a good basis to guide the organisation in a new direction. All of the participants however agree that it will take time to integrate the new values and goals.

113 | P a g e 6.3.1.1.11 Policies to be reviewed to enable change in the organisation

The majority of the participants indicated that policies should not be changed just for the sake of change. One of the participants stated that the majority of policies will stay the same because of the fact that most functions of municipalities are regulated by legislation. He however argued that the way that policies are implemented should be developmentally-focused. He suggested that the municipality should review all policies and strategies focused on developing the community and the municipal area. He suggested that the following documents should be reviewed: Community Development Strategy, Client Care Strategy, Communication Strategy and the Local Economic Development Strategy. Another participant argued that policies focused on the training of employees should be reviewed. She explained that it is important to ensure that the focus of these policies contribute to the development of individuals to contribute to a developmentally-focused culture. She indicated that policies such as the Recruitment and Selection Policy, Study Bursary Policy and the Succession Planning Policy should be reviewed. It was further added by one of the participants that all policies of the municipality should be reviewed to ensure than none of the policies will negatively impact the change in culture. Another participant added that policies related to financial management and the creation of economic opportunities should also be reviewed. She suggested that policies such as the Tariff Policy, Developer Contribution Policy and the Rates and Taxes Policy should be considered to ensure more development-friendly circumstance for potential developers. She further suggested that the revision of policies such as the Informal Trading Policy, Events Policy and the Guesthouse Policy can contribute to the development of businesses within the municipal area.