n. silinga - portfolio of evidence

Portfolio of Evidence

January 2015

Prepared by:

Nyaniso SilingaAmathole District MunicipalityWaverly Office ParkNo 3-33 Phillip Frame RoadChislehurstEast London5247Tel: (043) 783 2255Fax: (086) 642 1147Cell: (083) 755 8899Email: [email protected]

mailto:[email protected]

Table of Contents

1. PERSONAL DETAILS ………………………………………………………… 1

1.1 Personal details ……………………………………………………….. 1

1.2 Abbreviated curriculum vitae ………………………………………… 1

1.3 My organisation ……………………………………………………….. 2

1.4 Role within the organisation …………………………………………. 6

1.5 Team organogram ……………………………………………………. 8

2. EXPERIENCE EVIDENCE …………………………………………………….. 9

2.1 Introduction ……………………………………………………………… 9

2.2 Teamwork ………………………………………………………………..

10

2.2.1 What lessons were learnt? …………………………………….

10

2.2.2 What has changed in practice? ……………………………….

10

2.2.3 What was the significance and impact of learning? ………..

10

2.2.4 Areas that could not be mastered? ……………………………

10

2.2.5 Evidence statement ……………………………………………..

11

2.3 Self-Management ……………………………………………………….

13


13


13


13


13


14

2.4 Motivation …………………………………………………………………

15


15


15


15


16


16

2.5 Macro Vision …………………………………………………………….

18


18


18


18


18


19

3. CURRENT STRENGTHS AND WEAKNESSES ……………………………

20

ANNEXURES

Annexure A – Evidence for Teamwork 1 ………………………………………………A

Annexure B – Evidence for Teamwork 2 ………………………………………………B

Annexure C – Evidence for Teamwork 3 ……………………………………………... C

Annexure D – Evidence for Self-Management 1 …………………………………….. D

Annexure E – Evidence for Self-Management 2 …………………………………….. E

Annexure F – Evidence for Motivation 1 ……………………………………………… F

Annexure G – Evidence for Motivation 2 ………………………………………………G

Annexure H – Evidence for Macro Vision 1 …………………………………………...H

Annexure I – Evidence for Macro Vision 2 ………………………………………….. IJ

Annexure J – Curriculum Vitae ……………………………………………………….. K

Annexure K – Certified copies of ID and driver’s license …………………………… L

Annexure L – Certified copies of qualifications ……………………………………… M

Annexure M – Certified copies of certificates ………………………………………....

NO

Annexure N – Certified copies of professional affiliation(s) …………………………

PQ

1. PERSONAL INFORMATION

1.1 Personal details

Name Nyaniso Sandisiwe SilingaCompany Name Amathole District MunicipalityPosition Held Regional Manager: Project Management UnitTelephone Number (043) 783 2255Cell Number (083) 755 8899Fax Number (086) 642 1147E-mail Address [email protected] Postal Address P.O. Box 320, East London, 5200

1.2 Abbreviated curriculum vitae

Academic qualifications held

Year School / Institution Type of Qualification2000 Maclear High School Matric2005 Nelson Mandela Metropolitan

UniversityNational Diploma: Civil Engineering

2010 Nelson Mandela Metropolitan University

Bachelor of Technology: Civil Engineering (Urban)

2014 Nelson Mandela Metropolitan University

Masters in Business Administration

Other training obtained

Year School / Institution Type of Qualification2005 Assessment College of South

Africa (Pty) LtdCoach Learners: NQF 3

2006 Christine Shingles Assessment Services cc

Conduct Moderation of Outcome Based Assessment: NQF 6

2006 Christine Shingles Assessment Services cc

Verify Moderation of Assessment: NQF 7

2006 CETA Managing Labour Intensive Construction projects: NQF 5

2007 CETA Managing Labour Intensive Construction projects: NQF 7

2008 University of Free State Project Management for Public Managers: NQF 7

Portfolio of Evidence: N Silinga Page 1

mailto:[email protected]

Brief career history

Period Organisation Position and Responsibility2004 to 2006 Sakhisizwe Local

MunicipalityASSISTANT TECHNICAL SERVICES MANAGER

Responsible for the overall management of the Technical Services Department in terms of municipal infrastructure services

2006 to 2009 Chris Hani District Municipality

PROJECT MANAGER: PROJECT MANAGEMENT UNIT

Implementation of infrastructural projects/programmes through project management techniques

2009 to date Amathole District Municipality

REGIONAL MANAGER: PROJECT MANAGEMENT UNIT

Management of the Municipal Infrastructure Grant (MIG), Amathole District Municipality (ADM) and other National / Provincial funded programmes within the municipality.

1.3 My organisation

The Amathole District Municipality is situated within the Eastern Cape Province,

between Port Alfred and Port St John’s. The district stretches from the Indian

Ocean coastline in the south to the Amathole Mountains in the north. The District

includes the large parts of the former Ciskei and Transkei homeland areas, which

means the district has large disparities within its borders. It is bordered by the

Cacadu, Chris Hani, and OR Tambo municipalities. The District covers a land area

of roughly 21 229km².


The Amathole District Municipality is a water services authority in terms of the water

services act which makes it responsible for all water and sanitation related

infrastructure issues within its jurisdiction which include planning for the servicing of

water and sanitation backlogs, implementation of infrastructure projects to address

such backlog and operations and maintenance of the completed projects.

Map of Amathole District Municipality

Source: Urban-Econ Eastern Cape, 2011

The Amathole District Municipality’s area of jurisdiction is made up of 7 local

municipalities, as follows:

Amahlathi Municipality, comprising the towns of Stutterheim, Cathcart,

Keiskammahoek and Kei Road, numerous peri-urban and rural settlements;


Nxuba Municipality, comprising the towns of Bedford and Adelaide and

surrounding rural areas;

Nkonkobe Municipality, comprising the towns of Alice, Fort Beaufort and

Middledrift, the smaller towns of Hogsback and Seymour, numerous peri-urban

and rural settlements;

Ngqushwa Municipality, comprising the town of Peddie, the coastal town of

Hamburg, numerous peri-urban and rural settlements;

Great Kei Municipality, comprising the town of Komga, the small coastal towns

of Kei Mouth, Haga Haga, Morgan Bay and Cintsa, and a number of rural

settlements;

Mnquma Municipality, comprising the main town of Butterworth, the small

towns of Ngqamakwe and Centani, numerous peri-urban and rural settlements;

and

Mbhashe Municipality, comprising the towns of Idutywa, Elliotdale and

Willowvale, and numerous peri-urban and rural settlements.

Below is a concise summary of the municipal vision, mission and values that

Amathole District Municipality has adopted.

Vision

“Commitment towards selfless, excellent and sustainable service to all our

communities”

Mission

The Amathole District Municipality, in its developmental mandate, is

dedicated in contributing to:

Ensuring equal access to socio-economic opportunities

Building the capacity of local municipalities within ADM’s area of jurisdiction

Ascribe to a culture of accountability and clean governance

Sound financial management

Political and administrative interface to enhance good service delivery.


Contributing to the betterment of our communities through a participatory

development process.

Core Values

Selflessness

In all our business activities we commit that corruption and unscrupulous business

practices will be dealt-with decisively and objectively.

Pro-poor

The poorest of the poor will be the main focal point for ADM’s business and service

delivery.

Responsiveness

We will continue to strive for improved turnaround time in the delivery of services

and in dealing with our valuable customers.

Transformative

We will make considerable strides to ensure that adequate capacity (skills and

human capital) equates the mandate and business of ADM.

Inclusivity

We will include all our stakeholders in our planning, implementation, monitoring,

evaluation and reporting in ensuring an integrated effort towards service delivery.

Dignity and respect

We will ensure that our service delivery restores human dignity and respect.

Good work ethics

We will be professional in our conduct and ascribe to the Batho Pele principles.

Transparency


Throughout our business operation we will ensure access to information and

fairness to our stakeholders.

Integrity

We will constantly conduct ourselves with utmost integrity as councillors and

officials of ADM.

Accountability

We are committed in being held to account by our stakeholders and primary

customers.

1.4 My role within the organisation

Manage and administrate the activities of the project management and

implementation unit. Prepares consultants and contractor documents for proposed

engineering projects and secures funding from external departments (Municipal

Infrastructure Grant, Department of Water Affairs, etc.) to enable council to make

meaningful decisions on development proposals and implementation of all water

and sanitation projects. Responsible:-

To ensure that all communities within the jurisdiction of the Amathole

District Municipality receive water and sanitation services within the

stipulated national government targets i.e. water by 2014 and

sanitation by 2017

To take full responsibility of backlog eradication through infrastructure

development in terms of water and sanitation as per SDBIP targets

and department key performance areas in order to meet national

targets as mentioned above

To successfully implement the Municipal Infrastructure Grant (MIG) as

stipulated in the guidelines for the implementation of MIG Policy

Framework and also manage and support the PMU staff


To ensure all ADM capital projects directed to the Project

Management Unit (PMU) are successfully implemented within a

financial year

To ensure that the institution implements the Expanded Public Works

Program (EPWP) compliant projects as per EPWP guidelines and all

projects are in-line with EPWP guidelines

Planning and implementation of water and sanitation infrastructure

projects in accordance with programme guidelines. Monitoring and

managing consultants, contractors and internal staff. Accepts

responsibility for the above with respect to all ADM local municipal

areas i.e. Ngqushwa, Nkonkobe, Nxuba, Amahlathi, Greit Kei,

Mnquma and Mbashe local municipalities

Accountable for the management of public funds in accordance to all

applicable regulation that govern the republic of South Africa e.g.

MFMA; PPPFA, etc.

For giving strategic input and direction to council on all infrastructure

related developments e.g. using sustainable infrastructure

implementation options to save on costs and time such as water

reuse and desalination

For the drafting of policies related to infrastructure development within

the institution i.e. drafting of framework for institutional development

services; drafting of framework for expanded public works programme

learneship; influencing the institutional supply chain management

policy in terms of tender procurement e.g. introduction of a pre-

qualification of bids.


1.5 Team organogram

Below is an organogram indicating immediate reporting structure.

My direct team consists of a Senior Technician, Institutional Development Officer,

Senior Accountant, Occupational Health & Safety Officer, Expanded Public Works

Co-ordinator, Engineers Assistant, Accountant, Admin clerk and Accounts clerk.


General Manager – PMU

3x Regional Manager

3x Senior Technicians

3x Institutional Social Dev.

Officer

Senior Accountant

Accountant

Admin Clerk Accounts Clerk

2x Occupational Health & Safety

Officer

EPWP Co-ordinator

Engineers Assistant

Admin Assistant

2. LEARNING EVIDENCE

2.1 Introduction

This section will offer insight into what work experience and knowledge I have

gained within my current employ that has enabled me to be competent in the duties

that I fulfil. The following critical cross-field outcomes were used in the evaluation of

my competent abilities:

Team Work

Self-Management

Motivation

Communication

Macro Vision

Each of the above critical cross-field outcomes will look at the following:

What has been learnt? (New knowledge, skills and attitude).

What has changed in practice? (What are you doing that is new or

different, has improved in terms of relationships, practices, etc.).

The significance and impact of the learning on self, others and the

organisation and lessons this has taught me.

How does this learning contribute to exit and critical cross-field outcomes?

Areas that could not be mastered and requires further improvement.


2.2 Teamwork

2.2.1 What lessons were learnt?

Working in an environment where we all have shared targets often poses serious

challenges in planning for those targets. Often in a work environment there is a so

called ‘silo mentality’ where there is a lot of individualism amongst peers. This is

often reflected in the results/bottom line. The lessons learnt are that in a work

environment where there are shared targets, teamwork both at planning and

implementation is paramount in achieving optimal results. There is no place for ‘silo

mentality’ in the workplace.

2.2.2 What has changed in practice?

Objectives within the organisation are linked and these need to be aligned to the

overall organisational strategy. People can no longer work in isolation in an

organisation and they need to form part of the bigger strategy especially if one is

assessing performance. Working within a functional team guarantees you results.

2.2.3 What was the significance and impact of learning?

Working within functional teams can only build employees not just to achieve the

bottom line but for personal development as well. Organisations who encourage

teamwork even at strategy formulation / planning stages will find it easier to follow

through during implementation. Results are a guarantee in adopting this approach.

2.2.4 Areas that could not be mastered?

There are people who are resistant to change and take longer to adapt to working

within teams and those people need a little more patience which is not one of my

strong points. The other area is the level of influence that I have (which is minimal)

in an organisation that fails to listen to its employees and act on suggestions. This

can be very demoralising and can affect team culture and performance if there are

people with low morale as a result of such.


2.2.5 Evidence statement

Critical cross-field outcome

Teamwork

Date

Technical Strategic Session Presentation prepared by myself dated 30 November

2012; Minutes of meeting held to discuss non-expenditure and proposed solutions

dated 03 June 2013 and expenditure report for the month of June 2013.

What did you apply in the workplace to prove competency?

During my tenure as the acting Senior Manager: PMU I had the responsibility to

prepare a presentation for the Engineering Strategic Session which was scheduled

to take place on 30 November 2012. The outcomes of this session would inform the

institutional strategic session which was scheduled to take place early in 2013. Part

of the challenges I observed during my time with my institution was the issue of

people working in ‘silos’ to achieve linked common targets. I had tried to raise this

issue with management but to no avail. I therefore saw this opportunity to present

this issue in my presentation starting with the complexities that we faced as an

institution in meeting both our own and national targets and how important

teamwork was in achieving these targets.

My analysis was vindicated when we were faced with a crisis of under-expenditure

towards the end of the financial year and we needed to spend R160 million in the

month of June 2013 in order to meet our financial target of 100% expenditure. This

was a huge task as our monthly average expenditure throughout the financial year

was 22 million which required a 627% improvement in expenditure. I therefore

proposed that we meet as a team and come up with an implementation plan on how

we would spend this allocation. Through teamwork we were able to spend 149

million in the month of June 2013 which represented an improvement of 577% in

expenditure. This was further proof that working together in functional teams

produces results.


How will you prove this claim? List the evidence you have attached:

Technical Strategic Session Presentation prepared by myself dated 30

November 2012 (Annexure A);

Minutes of meeting held to discuss non-expenditure and proposed solutions

dated 03 June 2013 (Annexure B);

Expenditure report for the month of June 2013 (Annexure C).

Describe why the evidence is sufficient to support your claim?

The evidence traces the process from when the challenge was identified through

my observations through to a situation which vindicated my observations and

proposed solutions. The initiative that I took in raising critical elements of how we as

a unit conducted our work is commendable and the proposed solutions that I

recommend in the presentation show forward thinking and good leadership. The

evidence of the actual expenditure through teamwork is further vindication of my

observations and analysis.

Authentication (Signature): Date:

Unit Head and Mentor General Manager: Project Management

Unit

Designation of Authenticator: Position in Organisation:


2.3 Self-Management


Time management is a very important attribute both from a personal to professional

level. One of my weaknesses has always been time management and this

weakness I have been able to acknowledge as being something that I need to work

on everyday. Through studying of my MBA degree which requires a lot of one’s

time and commitment I have learnt a lot about myself in terms of self-management

and this has helped me be a better person. I am now able to manage myself better

both at work and personally.


Self-management plays a crucial role in how one achieves his goals, a person

might be ignorant and think that it is fine to be “late than never” but being late could

be the deal breaker in a business meeting that one goes to. This also relates to

differences in culture across countries where time management is considered very

important in how you do business in that country. From a business perspective self-

management is one of the definite dos for a person doing business across different

countries. Also from a work ethic point of view, time-management is a crucial

discipline that needs to be adhered to.


Self-management can only build me and make me a better person. Conceding to a

‘weakness’ is already half the battle lost and there is no such thing as inability to

self-manage. One needs to take control of one’s time and not let time control you.


Consistency is an area that I still lack due to very hectic work and personal

schedules. One is able to properly plan his time accordingly but at times disruptions


tend to come and cause inconsistencies in time management which need to

addressed. This therefore requires prioritisation of important tasks first.



Self-Management

Date

Witness statement of 08 October 2013 from Ms Pumeza Sikuza who was my group

leader in my MBA study group and schedule of my year planner for 2013.

What did you apply in the workplace to prove competency?

I have been making full use of Microsoft software systems to plan each aspect of

my school and work in terms of meeting dates and times, assignment due dates,

test due dates, exam due dates, day visit due dates, video conference due dates,

site meetings, amongst others. I have also been able to allow days in between for a

reminder to all the group members factoring everyone’s work commitments

including mine. I have also been able to utilise the same schedule to schedule my

work activities accordingly.


Witness statement from my group leader in my MBA group (Annexure D);

Schedule of my year planner for 2013 (Annexure E).


Pumeza is witness to my abilities of applying myself effectively as she is part of my

group and we share common targets in terms of the MBA. My schedule is proof of

how I have used what I have learnt and gained in practise.



MBA student N/A


2.4 Motivation


Employees in the work environment like to be valued and management often have

this perception that employees are only motivated by monetary incentives.

Motivating employees using different techniques and methods besides incentivising

goes a long way in creating happy employees. In a recent talent retention survey

conducted by the Amathole District Municipality, it was revealed that job satisfaction

/ motivation ranked higher than compensation in terms of the reasons why people

leave the employ of ADM. This therefore means that different models of motivation

need to be considered in the work environment. The other lesson learnt is that not

everyone is motivated by the same things and as a manager you need to know

each of your employees needs in order to attempt to satisfy them


Motivating employees is no longer about incentivising but a broader context is

considered once you start looking at motivating. I am able to understand that at my

level (where I have no direct decision making powers in terms of incentivising) I am

still able to motivate my subordinates using different methods and still get the best

out of them. As a manager/leader one needs to be well versed on the different

motivational models so as to know what each of his/her employee is motivated by.

Even though this does not guarantee a reduction in staff turnover but it does create

an enabling environment for employees to thrive on.



Motivating employees creates a conducive working environment and employees

are able to perform optimally if they are motivated. This has led to employees being

highly motivated within the unit and has also linked well with the current

performance management framework.


Not all motivational models have been tested on the employees of the unit.



Motivation

Date

Minutes of PMU staff meeting dated 05 July 2013 and photos taken on 02 August

2013 of a site visit and employee of the month award.

What did you apply in the workplace to prove?

During my tenure as the acting Senior Manager: PMU I noticed how low staff

morale was. The institution had undergone a change in leadership and

management and there were many uncertainties about people’s jobs and future. I

had just completed my human resources model which dealt with crafting a winning

employee value proposition as part of talent management. The institution has in the

past lost a lot of talented employees to other municipalities especially the Buffalo

City Metropolitan Municipality. The institution had just conducted a study into the

issue of staff turnover in order to come up with a talent retention strategy. Job

satisfaction rated amongst the highest reasons why employees left the ADM.

I unfortunately had little influence on the extrinsic satisfaction factors which are

related to remuneration but I had an influence on the intrinsic satisfaction factors


which included rewarding excellent performance with the introduction of an

“employee of the month” award linking this to the existing performance

management framework as well as the introduction of job rotation wherein site visits

were to be arranged for non-technical office based staff to get exposure to the

technical aspect of the job.


Minutes of PMU staff meeting dated 05 July 2013 (Annexure F);

Photos taken on 02 August 2013 of a site visit and employee of the month

award (Annexure G).


This evidence shows initiative from my side to introduce motivators for employees

who had low staff morale. The pictures taken are that of an employee of the month

with award which is in the form of a floating trophy. This photo is framed and put up

at the reception area so that customers can be able to see dedicated employees.

The other photos are that of site visits conducted for office based staff.



Unit



2.5 Macro Vision


As part of strategy development, a lot of alignment needs to take place within an

organisation. This alignment needs to be in sync with the overall

business/organisational strategy. My organisation which is operating within the

public sector arena has had a challenge when it comes to this alignment. We have

been unable to meet our targets in the past as the organisation has been focusing

on things that are not our function and neglecting our primary function which is

being a water and sanitation authority within the jurisdiction of the Amathole District.


I never thought of an organisation as containing inter-related processes especially

in meeting targets. I have always looked an organisation from my view where I was

sitting and never understood that what I am doing in my “little corner” contributes

greatly to the overall success of the organisation. I now see myself together with my

team’s contribution as being a part of the bigger organisational strategy. I now look

at human resource issues differently in that I am cautious of how it contributes to

the overall success of the organisation.


Getting the correct alignment of the organisation’s strategy contributes immensely

to the success of the organisation. Re-engineering the current structure to be in line

with the organisational strategy can only lead to success.


None at this point in time




Macro Vision

Date

Technical Strategic Session Presentation prepared by myself dated 30 November

2012 and Annual report on business process re-engineering study 2012-13 dated

September 2013.

What did you apply in the workplace to prove?

During my tenure as the acting Senior Manager: PMU I had the responsibility to

prepare a presentation for the Engineering Strategic Session which was scheduled

to take place on 30 November 2012. The outcomes of this session would inform the

institutional strategic session which was scheduled to take place early in 2013. Part

of the challenges I observed during my time with my institution was the issue of

alignment to organisational strategy which was lacking. Engineering services

department which is the major and most critical role player in the water services

authority function is under-resourced and this affects the organisation’s strategy in

addressing infrastructure backlog. All of the above was highlighted in my

presentation with the aim of influencing the institutional strategic session which was

taking place early in the following year.


Technical Strategic Session Presentation prepared by myself dated 30

November 2012 (Annexure K);

Annual report on business process re-engineering study 2012-13 dated

September 2013 (Annexure L).



The issue of alignment is something that is an integral part of my organisation’s

success. What I was able to raise formed part of a bigger process of organisational

re-engineering and was also part of the institutions transformation agenda which

seeks to transform the Amathole District Municipality into an employer of choice

and be an example to other district municipalities both regionally and nationally.



Unit


3. CURRENT STRENGTHS AND WEAKNESSES

The below table indicates my current strengths and weaknesses:

Strengths Weaknesses

Strong willed

Positive

Great work ethic

Good communicator

Good listener

Analytic

Enjoy working with facts and detail

Diplomatic

Reliable and precise

Disciplined

Cautious and critical

Can be indecisive

Too independent

Pessimistic

Avoids confrontation

Always need a back-up system

A perfectionist

Needs full explanation before

accepting changes

Procrastination


n. silinga - portfolio of evidence

Documents

annexure b evidence

evidence statement

portfolio of evidence

f annexure g evidence

g annexure h evidence

b annexure c evidence

c annexure d evidence

e annexure f evidence