ADM COMMUNICATIONS POLICY

(as amended in 2015)

1. INTRODUCTION

Communications plays a vital role in the Amathole District Municipality (ADM) and the division communicates regularly, externally to its stakeholders, and internally to its employees. Communication always needs to be clear, accurate and above all coordinated, to reflect the role and function of the district municipality, and its integrated development plan, in providing service delivery to its communities. The ADM is committed to two-way communication, building relationships with its internal and external stakeholders and to form partnerships with the public and private sector. In addition, the ADM is also committed to a developmental communications approach in providing information to communities which will assist in their socio-economic development and upliftment, and in ensuring that the voices of the communities are heard and that they participate in the decision-making process of Council.

The Communication and Customer Care Unit within the Amathole District Municipality is located within the office of the Municipal Manager, and reports administratively to the Strategic Director. This is because communications is the ADM’s strategic and support function that operates within both a political and an administrative environment. .

2. OBJECTIVES

The objective of this policy is to provide clear guidelines for communications in the ADM and the principles that guide communications within the communications division. The different roles and responsibilities of communications within the ADM are clarified, and the policy indicates when information should be communicated and by whom. This policy will thus ensure that communication takes place in a coordinated and uniform way so that the municipality speaks with one voice.

3. GUIDING PRINCIPLES OF THIS DOCUMENT

This Communications Policy seeks to ensure that the ADM:

3.1 Acknowledge the importance of communications as a strategic management

function and as an integral part of the daily functioning of the municipality;

3.2 It demonstrates that the ADM is committed to a transparent and effective

relationship with its internal and external stakeholders and will do so by a process

of consultation and information dissemination;

3.3 The ADM acknowledges that it has a responsibility to inform its internal and

external stakeholders of identified issues, progress made and results achieved

in addressing its mandate;

3.4 That all communication activities are cost effective and procured within these

guidelines and conform to the ADM’s procurement policies;

3.5 The Strategic Director/Senior Manager Communications and Customer Care

have the responsibility to ensure that all communications activities, including

procurement of services are done in accordance with these policies and

procedures. This requires all communications and communication related

activities to be coordinated and recommended by the Strategic Director/Senior

Manager Communications and Customer Care.

4. APPLICATION AND AUTHORITY

4.1 This Communications policy is applicable to all officials and Councillors of the

Amathole District Municipality.

4.2 Authority on communication issues vests with the Municipal Manager as the

Chief Communicator of the Amathole District Municipality. The Municipal

Manager may delegate such authority to the Head or Department or Senior

Manager Communications and Customer Care.

4.3 The Municipal Manager is also the Accounting Officer to Council. He/she is

the Information Officer in terms of the Promotion of Access to Information Act

(Act 2 of 2000)

4.4 Heads of Department must ensure that there is compliance with the

Communications policy in their respective departments.

4.5 The Senior Manager Communications and Customer Care and

Communications and Customer Care Unit shall be ultimately responsible for

the communication function of the ADM, thereby ensuring better coordination

and effective communications and that the municipality speaks with one

voice. The Strategic Director will thus be responsible for overall monitoring

and ensuring that there is compliance with the Communications Policy.

4.6 It is expected of all staff members to be loyal towards the ADM, and

communications activities to be conducted in such a way to reflect

commitment.

4.7 This policy is intended to ensure that the ADM engages in a coordinated

manner with regard to communications and communicates in a standardized

way with unified messages. Adherence to the policy will result in a coherent

image for the ADM and government in general.

4.8 The communication policy falls within the scope of internal communications

and it will be communicated accordingly.

4.9 This communication policy will be evaluated every year to determine that all

aspects of it are still valid and forms part of the information that is provided to

new staff members.

4.10 The communication policy will also be available on the intranet.

5. POLICY STATEMENT

It is the policy of the ADM to:

5.1.1 Provide information to its internal and external stakeholders about

governments and the ADM’s policies, programmes and services and the

ADM’s integrated development plan and budget. This has to be done in an

accurate, timeous, and relevant manner that will be easily understood;

5.1.2 Ensure that it reports its achievements with regards to its mandate;

5.1.3 Ensure proper involvement of the public in the ADM’s policies, integrated

development plan and budget;

5.1.4 Ensure that the district municipality is visible, accessible and answerable to

the public it serves;

5.1.5 All communications must reflect the integration of the different departments of

the ADM, as well as the broader policy and communication priorities of

government;

5.1.6 The Municipal Manager is the chief communicator of the ADM. In this regard,

the Strategic Director /Senior Manager Communications and Customer Care

shall support and coordinate all communication activities to enable the

Executive/Administration to perform its functions.

5.2 Communications in terms of this policy refers to:

5.2.1 Strategic advice and counsel with regard to policy development, programme

planning, programme implementation and issues management;

5.2.2 Communication planning entails the development of strategies and

implementation plans;

5.2.3 Communication management refers to the management and implementation

of all communication activities including the procurement of communication

products and services (procurement undertaken in accordance with ADM’s

procurement policy):

5.2.4 Communication research and analysis entails the evaluation and analysis of

communication activities and the municipality’s image;

5.2.5 Communication to stakeholders refers to both the internal and external

audiences;

6. COMMUNICATIONS FRAMEWORK

6.1 The national environment

The Amathole District Municipality’s communication programme and strategy

each year is guided, as are all other government departments and spheres, by

the President’s State of the Nation Address, the State of the Province Address,

State of the District Address, the Nation Government’s Communications

Framework and the ADM’s priorities. It is also guided by the SALGA National

Communications Conference held in Tshwane on 08-10 May 2006 that resolved

on a new communications model for local government.

And lastly, it is also guided by legislation including:

Local Government Municipal Structures Act 117 of 1998

Local Government Municipal Systems Act 32 of 2000

Promotion of Access to information Act 2 of 2000

Municipal Finance Management Act 56 of 2003

6.2 Government communications as a coordinated function

All government departments’ communication activities are structured within a

specific framework, which is coordinated, integrated, and streamlined. All these

activities are coordinated and overseen by the Presidency and the Department

of Communications (DOC).

A series of forums for government communication at national, provincial and local

level have been established to ensure collective planning and strategizing

around all government communications.

In the Eastern Cape, an Intergovernmental Communicators Forum (IGCF) was

established and is coordinated by the Office of the Premier, DOC and SALGA-

EC. Communicators from provincial departments, State/Municipal Owned

Enterprises and district/metro municipalities are represented in the forum. The

objective of the forum is to coordinate progress and achievements. An annual

conference is held to strategise for the forthcoming year.

A local government communicators forum (LGCF) has also been established and

is driven by the Communications Office of the Eastern Cape Department of

Cooperative Governance and Traditional Affairs. Information about local

government issues and best practices are disseminated in this forum.

The Amathole District Municipality established the District Communicators

Forum (DCF) in 2002. Communicators and communication portfolio heads as

well as community development workers from all the local municipalities, and

communicators from government departments in the district are invited to attend.

The DCF provides a platform where information is shared and disseminated, best

practices highlighted and communications and promotional programmes and

projects within the district are coordinated. It is headed by the portfolio head for

community participation and liaison at the ADM with technical assistance from

the Strategic Director/Senior Manager Communications and Customer Care of

the ADM.

Local Communicator Forums will soon be established at local municipalities

(process starts from August 2006). These forum meetings will include the

communicators and relevant portfolio head from local municipalities, ward

committee representatives, Community Development workers, and

communication officials from government departments and State/Municipal

Owned Enterprises in the local municipal area.

All these structures and processes create a specific framework within which

government communications across all spheres are executed, with the key

objective that government speaks with one voice.

7. POLICY REQUIREMENTS

7.1 Information and serving Amathole District Communities

The goal of the Communications and Customer Care Unit is to improve and

sustain good working relations with both internal and external stakeholders with

the aim of achieving mutual understanding and meeting the needs of all role

players. Thus the policy is to promote fair, equitable, accurate, timeous, clear

and transparent communications with all stakeholders that is also cognizant of

the diverse views of communities. This policy will assist the municipality to:

7.1.1 Provide the public with timely, accurate, clear and complete information about

its policies, programmes, services and initiatives (including its IDP and

Budget):

7.1.2 Ensure that its communication caters for all official languages in the area;

7.1.3 Continuously ensure that the municipality is visible and accessible to the

public;

7.1.4 Ensure that its communication messages reach the higher trajectory of

development and diverse needs;

7.1.5 Identity important and crucial issues for communities and address

implementation of the municipal Programme of Action (POA);

7.1.6 Ensure that it consults with the public, listens to and takes account of people’s

interests and concerns when establishing priorities, developing policies and

planning programmes and services;

7.1.7 Continuously ensure that the information service is managed in a citizen-

centred and client-focused manner;

7.1.8 Continue to build public trust and confidence in the integrity of the municipality

and government as a whole;

7.1.9 Ensure that communication is integrated and coordinated within the three

spheres of government

7.2 Language Policy and Translations

The ADM’s language policy has its basis in the National Langue Policy Framework.

The Council has determined that the official language of the ADM is English, however

Councillors can take the oath of office in any language they prefer.

The Council has mandated the Municipal Manager of the ADM to translate such

documents as the Annual Report, the Integrated Development Plan and Community

Newsletters in the official languages encountered in the district, bearing in mind the

cost implications and budgetary constraints. As such therefore, the Executive

Mayor’s State of the District Address (SODA) elaborates on the performance of the

ADM. The SODA also elaborates on the IDP and budget for the next financial year.

Hence the State of the District Address is published as a community newsletter in

English and isiXhosa and distributed as a supplement to the Daily Dispatch, which is

the main commercial newspaper in the district. Additional copies are also distributed

to all local municipalities, at all public outlets and ward committees.

The language policy of the ADM is therefore as follows:

7.2.1 Plain language and proper grammar must be used in all communication with

the public to ensure clarity and consistency of information;

7.2.2 English is the business language of the ADM;

7.2.3 If a member of the public communicates with the ADM in a specific language,

then they must be answered in that language;

7.2.4 English is to be used as the language in all official internal correspondence;

7.2.5 Internal personnel circulars and other documents can be translated to other

language depending on the capacity and budget to do so;

7.2.6 Official documents will only be translated subject to capacity and budget;

7.2.7 Language choice can be used for informal communication;

7.2.8 For record purposes English will be the only official language;

7.2.9 In terms of legislation (Chapter 4 of the Local Government Municipal Systems

Act No 32 of 2000), the municipality must take into consideration the language

preference and usage in the municipality and the special needs of people who

cannot read or write. If someone is illiterate and would like to communicate

with the ADM, a Councillor or an official will be responsible to take down the

statement in writing. Similarly, cognizance should be taken of the special

needs of disabled persons, especially in public/community meetings and

where necessary a translation service should be made available e.g. Braille,

sign language etc.

7.2.10 In terms of the Promotion of Access to Information Act, the ADM is

obliged to translate any official document into the preferred

language of choice of the applicant, at a cost.

7.3 Corporate Identity

The Strategic Director/Senior Manager Communications and Customer Care are

responsible for the overall corporate identity of the ADM, although

implementation will be the responsibility of all Head of Departments. The

Strategic Director/Senior Manager Communications and Customer Care are

responsible for the following:

7.3.1 The look and feel of the department’s office buildings;

7.3.2 The type of communication material to be used by the ADM e.g. Folders,

letterheads, business cards etc.;

7.3.3 The way communication material is used and produced e.g. The font, the use

of logo’s, corporate identity, branding etc.;

7.3.4 The Cost of Arms is the official ADM logo with the name of the Amathole

District Municipality written in full;

7.3.5 At all times the Cost of Arms is to be used in the prescribed format as laid out

in the branding protocol, copy of which is available from the Head of

Communications ;

7.3.6 The official government message/them for a specific year is adapted to suit

the ADM and then used as the ADM’s official message/theme for that year in

the marketing material.

7.4 Branding and Promotional material

7.4.1 Promotional material using the corporate identity (coat-of-arms) of the

ADM may only be used for official purposes;

7.4.2 The production of such material must be authorized by the Senior Manager

Communications and Customer Care. Branded merchandise is an integral

part of the ADM’s branding strategy and as such cannot be developed or

distributed without the approval of the Senior Manager Communications and

Customer Care;

7.4.3 The use of the ADM’s coat-of-arms on projects not initiated by the ADM has

to be approved by the Senior Manager Communications and Customer Care;

7.4.4 Strict adherence to the corporate identity is a given with the development of

any branded material;

7.4.5 The broader communities of the ADM are encouraged to utilize the ADM’s

marketing logo to assist with branding the district and is for the purpose of

promoting tourism, investment etc.

7.5 Reflecting Diversity

It is important to ensure that the ADM’s publications and other communication

material depicts the diverse nature of the district in a fair, representative and

inclusive manner. It is important to be sensitive to differences among and within

the constituencies and wards. The ADM must ensure balance in its

communication plans and activities so that the needs and interests of local and

special population groups are reflected and addressed.

7.6 Environment Analysis/Research

Research is crucial to assess the needs, perceptions and attitudes of

stakeholders. Research will inform management on best communication

practices to be applied in any given situation.

The communications unit will be responsible to undertake the following research:

7.6.1 The development of a profile/database on each ward within the

district with the support and assistance of community liaison officers/assistant,

community development workers, and ward committee members. This will

assist in providing accurate information that is target specific to any ward;

7.6.2 The development of a customer satisfaction survey which will be conducted

Annually. ;

7.6.3 An annual survey to test the levels of satisfaction of local municipalities with

ADM’s support service and communication channels;

7.6.4 Media monitoring, research and analysis including news clips.

7.7 Public Participation

Communication plays a major role in public participation techniques. It acts as

scientific support to public participation, provides technical advice to public

participation campaigns, assists to broaden community participation, assists to

move beyond the idea of public participation, assists with the sustainability of

public participation and provides informed environment analyses (research).

7.7.1 The Role-players are the following:

The Executive- as political champions of the IDP and service delivery

Community – as beneficiaries of the public participation process

Municipal Administration (including Communication)

Elected public representatives - the Speaker (who is the custodian of

the process), the Mayor (in executing his/her responsibility), and

members of the Mayoral Committee and chairpersons of portfolio

committees

Ward committees : who play an advisory role and represent the

interests of their wards;

CDWs : in fulfilling their responsibility as community field workers

7.7.2 Role of Municipal Administration including Communications:

Municipality administration to avail resources to ward committees

Implement capacity-building programmes

Integrate all municipal processes, programmes and activities into the

public participation cycle

7.7.3 External Players

Other provincial and national government departments

Representatives from provincial and national structures

There should be integrated programmes

Provincial Legislature and the National Council of Provinces

Members of the District Council

7.7.3 Types of public participation events:

Community Based Planning

Integrated Development Planning and Budgeting processes.

Including roadshows and Representative Forum Meetings

Roadshows eg. IDP/Budget, By-laws, Section 78 Assessments, PMS

etc.

Service on wheels

Information Days

State of the Nation Address (broadcast live to selected communities)

State of the Province Address (broadcast live to selected communities)

State of the District Address (broadcast live to all reachable

communities)

Council Open Day

National Imbizo Focus Week events (held annually in April and

October)

Various forums eg. Aids Council, Disability Council, Youth Forums,

Gender Forums etc.

Any other outreach event

7.7.4 The Communications and Customer Care Unit is responsible for ensuring that

communities are mobilized to attend community meetings such as Imbizos,

roadshows, project launches, information sharing days etc. With the

assistance of the Community Liaison Assistants, a profile is built up of the key

needs and issues of concern for each and every ward at local municipalities.

In this way a database of information needs is build up and thus allows that

the correct information is channeled to the target audiences in the most cost

effective and efficient manner;

7.7.5 A separate public participation and petition policy will be developed in due

courses, which will give greater guidance on these issues. Once this has

been approved by Council, it will be necessary to inform communities how

they may engage, interact and participate in Council’s affairs, and how they

may petition the Council.

7.8 Risk Communications

7.8.1 It is incumbent upon municipalities to anticipate and assess potential risks to

public health and safety, and to assess the environment so that policy

documents and programme administration can be implemented to address

the risks. Municipalities are required to have plans and strategies for

effectively communicating risk to the public, and to demonstrate interest and

concern for all opinions and positions, understanding different perspectives

and respecting their underlying premises. Effective risk management requires

open and transparent communication among differing or even opposing

interests.

In this regard, municipalities must:

7.8.1.1 Foster open dialogue with the public on issues involving risk and building a

climate of trust, credibility and understanding;

7.8.1.2 Facilities the interactive exchange of information on risk and risk-related

factors among interested parties inside and outside of their municipalities;

7.8.1.3 Respond to public perceptions and provide factual information to address

misconceptions or misunderstandings about risk;

7.8.1.4 Integrate environment analysis and communication planning and strategy

into risk assessment and decision-making processes.

7.8.2 Thus it is important for the municipality to make its citizens aware of potential

risks to their health and safety. Awareness campaigns should be held to notify

communities about health and hygiene issues, the importance of a clean

environment for their health and safety, about communicable diseases such

HIV and Aids, TB etc, the dangers of poisons which are sold in Coke bottles,

how to avoid the dangers of fire and what to do when disasters happen etc.

It is thus necessary to empower communities on how to avoid and prevent

risk;

The ADM’s Risk Management Unit is currently undertaking extensive

research to assess the potential risks. Once this is completed it will be

important to develop a comprehensive communications strategy on risk

management. An annual media awareness campaign on risk issue must be

drafted in consultation with all relevant departments within the ADM.

7.9 Communications in a Crisis Situation

A crisis situation is every organisation’s worst nightmare. It is important to have

a framework in place in such an event. Examples of crisis situations at the ADM

could include:

Natural disasters (tornado damage, floods, fires etc.

Disease outbreaks (cholera, rabies, bovine TB etc.)

Disruption of essential services (water and sanitation)

Any other event that may damage the reputation and image of the

municipality

The following procedures should be adhered to in the event of a crisis:

7.9.1 Staff should inform their head of department who in turn must bring this to the

attention of the Municipal Manager, , the Chief Disaster Management Officer,

the Strategic Director/Senior Manager Communications Customer Care;

7.9.2

7.9.3 If necessary, a communications crisis committee will be set up consisting of

the Municipal Manager, the Head of Department concerned, the Strategic

Director/Senior Manager Communications and Customer Care and other

relevant officials as may be required;

7.9.4 A plan of action is to be drafted;

7.9.5 The Communications Crisis Committee will manage the issue,

communication thereof and release the necessary statements with the

involvement of the Municipal Manager;

7.9.6 . No media statement or interview is allowed from any other official unless

delegated by the Municipal Manager;

7.9.7 Staff members will be kept informed of the crisis situation through their head

of department, and/or via the Senior Manager Communications and Customer

Care.

7.10 Management and coordination

There are various communication structures in existence that assist in

coordinating communication activities across the various spheres of

government. These include:

7.10.1 The Intergovernmental Communicators Forum (IGCF) driven by the Office of

the Premier with representatives from all government departments and

State/Municipal Owned Enterprises as well as district/metro communicators;

7.10.2 The District Communicators Forum (DCF) led by the ADM’s Portfolio Head for

Community Liaison & Participation and the Senior Manager Communications

and Customer Care with communication and portfolio head representatives

from local municipalities and communicators from other government

departments and State/Municipal Owned Enterprises within the district;

7.10.3 The Local Communicators Forum (LCF) will be established at local

municipalities from October 2006. These will have representatives from ward

committees, community development workers, and communicators from the

district, government departments and State/Municipal Owned Enterprises

within that local area;

7.10.4 Community Development Workers (CDWs) Programme of Action;

7.10.5 Relevant communication is thus cascaded down from the IGCF, to the DCF

and the LCFs and CDWs, and vice versa. These forums serve the purpose

of coordinating programmes and projects and sharing best practice. They

also serve to monitor and evaluate the activities of the various communication

structures;

7.10.6 The Executive Mayor, together with the portfolio head of community liaison

and participation, the Municipal Manager, the Strategic Director/Senior

Manager Communications and Customer Care are responsible for defining

the annual communication priorities, objectives and requirements. This is

done in consultation with the Heads of Department, ADM Councillors, local

municipalities and government departments represented within the district.

Communication strategies are annually reviewed and should be complete by

August of each financial year;

7.10.7 Internally within the ADM, all projects and programmes should have a

communications plan. A communications project template has been

developed which project managers complete and submit annually at the start

of each financial year, and where necessary these are updated on a monthly

basis. This will assist the Communications and Customer Care Unit to plan

ahead proactively to assist the various project managers/departments in the

execution of their duties and to communicate their achievements. At the very

least, the communications and customer care unit should be given at least six

weeks notice of any impending event that will require communication

assistance and should involve the communication officials from the outset.

This will also serve to update the monthly calendar of events which will be

distributed and made available on the intranet and website;

7.10.8 All communication events and projects should be evaluated. Quarterly

reports on communication activities must be submitted to the Departmental

Working Group meetings, EMC and Council;

7.10.9 Performance is also tracked in terms of reporting on scorecards for the unit.

7.11 Communication Strategies and Action Plans

The Communications Strategy is the guiding document for the ADM and as departmental

communications programmes.

The ADM’s communications strategy is derived as follows:

7.11.1 The Cabinet Lekgotla resolves on a broad programme and strategic

priorities of government;

7.11.2 The President announces the government’s programme of action in the State

of the Nation Address at the beginning of each year;

7.11.3 On the basis of this programme, the Government’s Communication

Strategy/Framework for the year is drawn up;

7.11.4 The office of the Premier, SALGA and GCIS convene an annual local

government communications strategic planning session which highlights the

phases of communication and messages for the year ahead;

7.11.5 The ADM holds an annual strategic planning session to review strategic

communications objectives and priorities for alignment with the

Government’s Communication Framework;

7.11.6 The ADM reviews its integrated development plan on an annual basis and

each cluster holds a strategic planning session to decide on its priorities for

the next financial year. Sector plans including the communications strategy

and plan are also reviewed and updated if necessary;

7.11.7 The Communications and Customer Care Unit of the ADM convenes a

communication strategy workshop where representatives from the office of

the Premier, Legislature, Government Departments within the District, Local

Municipalities and Councillors and Heads of Department and Project

Managers of the ADM are invited to participate and to give input to the

strategy. This is done annually . The key information from all the above

processes is filtered and included in the ADM’s communications strategy. The

draft communications strategy is forwarded to various parties for comments

(including DOC, Eastern Cape Department of Cooperative Governance and

Traditional Affairs, Office of the Premier) and is reviewed at all cluster

meeting, the Spatial Coordinating Unit, the IDP Representatives Forum, the

Standing Committee of Human Resources and Administration, the Mayoral

Committee Meeting before it is approved by the Executive Mayor and is finally

adopted by Council.

7.12 Local Municipal Engagement

7.12.1 Communications with local municipalities must be addressed to the Municipal

Manager with copies to relevant officials or politicians within the local

municipality. This is to ensure that the Municipal Manager, as the accounting

officer, is aware of developments taking place and that he/she can assign

tasks to officials as required;

7.12.2 It is preferred protocol that politicians address correspondence to local

municipality politicians e.g. the Executive Mayor of the ADM may wish to

extend an invitation to the Mayor or Speaker of local municipalities to attend

an event;

7.12.3 In terms of communication issues, local municipalities are also engaged

through the District Communicators Forum (DCF) and the Local

Communicators Forum (LCF) or via telephones, faxes and email requesting

the assistance of local municipality communicators in organizing events;

7.12.4 Communication reports are also submitted to the Municipal Support

Committee and the District Mayor’s Forum for information dissemination with

local municipalities.

7.12.5 As only 4 local municipalities within the ADM area have appointed

communication officers or have a communications unit, the ADM will be

exploring shared communication services with those that do not in the

2006/07 financial year.

7.13 Events management

7.13.1 As project managers are required to complete the communications projects

template for all their projects, it should be relatively easy to keep track of

impending events and to plan proactively. At the very least, the Senior

Manager Communications and Customer Care must be advised at least six

weeks in advance of any major event that is planned and must be involved

right from the start in the planning process;

7.13.2 The communications and customer care unit will provide assistance and

advice where necessary to plan events including the following services:

Advertising (print/radio)

Press statement

Media Briefing

Mobilisation of communities

Posters

Brochures/pamphlets

Information packs

Speech

Invitations

Photography

Corporate/promotional gifts

Presentation

Catering

PA System

Branding

Exhibition

Billboards

Equipment hire (e.g. hire of toilets, tents, tables, chairs, tablecloths,

flowers, plants, PA System, Generator etc.)

Nametags

Transport

Protocol

7.13.3 It is a municipal requirement that a report on all proposed major events and

workshops be submitted to the HODs/Working Group for discussion and

approval. Furthermore, if the Executive Mayor, Portfolio Heads, Municipal

Manager or Senior Management need to be in attendance, it is important to

ensure that the delegates are available to grace the occasion;

7.13.4 It is also important to ensure that there is coordination across the various

spheres of government to avoid duplication and conflicting dates for events.

Thus it is necessary to develop an annual calendar of events within the district

which is updated monthly and submitted to the Office of the Premier, the

Intergovernmental Communicators Forum, the District Communicators

Forum, the Local Communicators Forum, the various IGR forums and the

District Mayor’s Forum. The calendar of events will also be updated on a

monthly basis on the website and intranet.

7.14 Advertising and marketing

7.14.1 The Strategic Director/Senior Manager Communications and Customer Care

is responsible for coordinating all corporate advertising activities (excludes

personnel and tender advertising and notice of Council meetings);

7.14.2 The Strategic Director must approve all advertising or procurement of

corporate advertising services, as delegated by the Municipal Manager or

General Manager: ICT, Risk and Communications in the Strategic Director ‘s

Office as duly delegated;

7.14.3 The Assistant Director for Supply Chain Management will indicate support for

payment of advertising campaigns and that this meets with procurement

procedures. The General Manager: ICT, Risk & Communications in the

Strategic Director’s Office may approve advertising expenditure up to an

amount R200 000. The Strategic Director may approve the placement of

advertising campaigns up to R500 000-00. In the absence of the Strategic

Director, requisitions up to R500 000-00 will be signed by the Strategic

Director . Should the figure be higher than this, the Chief Financial Officer

must sign approval of the expenditure;

7.14.4 An advertising plan is drafted on an annual basis to promote tourism and

heritage within the district through various media. The advertising campaign

also includes profiling the ADM and showcasing its achievements in various

areas e.g. BEE, job creation, agriculture, etc.;

7.14.5 The Communications and Customer Care Unit also assist the Local Economic

Development Unit with logistical support for exhibitions, trade shows etc.;

7.14.6 Corporate gifts and information packs are procured and assembled for visiting

dignitaries to the ADM;

7.14.7 Promotional gifts are procured in support of specific events. It is important to

note that departments procuring promotional gifts for their own events should

have the branding checked by the Senior Manager Communications and

Customer Care before signing off approval.

7.15 Publications

7.16

7.16.1 The ADM Communications and Customer Care Unit is responsible for

compiling both external and internal newsletters. This is done in cooperation

with the editorial task team that has been set up with representatives from all

ADM departments;

7.16.2 The ADM will also assist in the compilation, editing and proofing of ADM

Annual Reports, Financial Statements, Integrated Development Plan, Budget

and other documents produced by various project managers;

7.16.3 As the responsibility for corporate identity vests in the Strategic Director

/Senior Manager Communications and Customer Care, it is important for the

latter to sign off any ADM publication that is due for printing.

7.17 Film, Video and Multimedia Productions

7.17.1 The Communications and Customer Care Unit has developed a corporate

video/DVD on the ADM on the ADM, copies of which are available for visiting

dignitaries and can also be used for induction purpose for new employees;

7.17.2 The Communications and Customer Care Unit also provides a profile of the

Municipality in an electronic format. This is distributed to visiting dignitaries

as and when required or give to officials when they are part of an international

delegation visiting countries and institutions abroad;

7.17.3 It is most important that a video/film script be developed prior to shooting and

that this be approved by the Strategic Director/Senior Manager

Communications and Customer Care. This will ensure that the right message

is conveyed in the content of the film/video and that it meets the specific

purpose intended for a specific target audience;

7.17.4 The ADM Communication and Customer Care Unit can also provide

photographic and video services for ADM events, however, the editing costs

of same will accrue to the relevant department;

7.17.5 A standardized template for PowerPoint presentations is also available for

officials from the Communication and Customer Care Unit.

7.18 Internal and External Communications

All communication activities in the ADM have to be designed to reflect

relevant, timeous and accurate information to its internal stakeholders (staff

and Mayoral Committee and Speaker) and external stakeholders

(communities, the public sector, partners etc.);

Communication officials are responsible for internal communications and

external communications. These officials are expected to work closely with

the heads of departments to identify issues, develop communication

strategies, action plan, write articles, develop communication material and

implement campaigns.

7.18.1 Internal Communications

7.18.1.1 The main purpose of internal communications is to facilitate and

manage the flow of information within the municipality in order to

create an informed workforce. Internal communications involves

information about municipal services, relevant human resource

information, information on government programmes, special days

and other useful information that staff may have an interest in.

7.18.1.2 The following communication tools and mediums are used to

communicate with staff members:

Newsletters

News Flashes

Posters

Notice Boards

Intranet

Email (ADM Internal Notices)

Electronic notice boards

Exhibitions

Roadshows

Workshops

7.18.1.3 An editorial task team with representatives from each ADM

department will meet on a monthly basis. The purpose of these

meetings is to coordinate articles for newsletters as well as updating

information for the website;

7.18.1.4 A monthly intranet newsletter will be developed and distributed to

all officials . Articles arising from Mayoral Committee meeting will

also feature in the intranet newsletter.

7.18.1.5 A monthly internal newsletter will also be produced and distributed

to

all staff and councillors.

7.18.1.6 It is important for all officials and councillors to know the vision,

mission and values of the municipality. These will be visible in all

reception areas of the municipality.

7.18.1.7 It is incumbent upon management to have weekly meetings with

staff to convey municipal information and to share ideas on

improving performance. Training in Batho Pele principles and

customer care will also be conducted at these meetings;

7.18.1.8 News Clips will be forwarded for placement on all noticeboards.

Heads of Departments as well as Communications and Customer

Care officials are to put in place measures to ensure that

noticeboards are updated on a weekly basis and are kept neat tidy.

7.18.2 External Communications

7.18.2.1 The main purpose of external communications is to inform

stakeholders of policy and legislation matters of the ADM, its

integrated development plan, the municipality’s performance/the

results of the work that the ADM does, information about campaigns,

best practices, issues, roles and responsibilities. Information is target

specific. It is important to promote two-way communication and to

obtain feedback so that the ADM conveys relevant information that

meets the needs of the communities;

7.18.2.2 Different communication tools and medium are used to

communicate with stakeholders:

Billboards

Communication campaigns with different elements

Radio

Television

Community Newsletters

Newspapers

Magazines

Roadshows

Exhibitions

Conferences, Summits, Workshops

Website

7.18.2.3 All external communication campaigns must be approved by the

Strategic Director/Senior Manager Communications and Customer

Care.

7.19 Website

Web management refers to ensuring that the content of the Internet site is

regularly updated, of placing and removing material, providing the

framework and guidelines for the website and the creation of links to other

sites. The ADM’s Internet site serves as its window to the public and as

such the Head of Communications has the following responsibility:

7.19.1 Of placing and removing material from the ADM’s website, in

consultation with the editorial committee. Heads of Department are

responsible for forwarding their updated information via their updated

representatives to the Senior Manager Communications and Customer

Care who will proof the information and forward this to the Webmaster for

inclusion on the website.

7.19.2 The construction and or design of any website that is concerned with the

ADM shall only take place after the approval of the Strategic

Director/Senior Manager Communications and Customer Care;

7.19.3 The creation of links on the ADM’s website and or acceptance of a link of

the ADM’s website to another website will only be done after the approval of

the Strategic Director/Senior Manager Communications and Customer Care.

7.20 Media Relations

The Senior Manager Communications and Customer Care is the

Municipality’s first line of contact with the media and is responsible for

coordinating all media relations. The following procedures have to be

followed with regards to medial liaison:

7.20.1 All media queries should be routed to the Senior Manager Communications

and Customer Care. Media queries, if necessary, will be routed by the Senior

Manager Communications and Customer Care to the relevant Head of

Department, who should respond to the within a period of two hours.

If Heads of Department cannot provide the necessary information within the prescribed

two hour period, they should advise the of same and provide timeframes when the

information will be available. On receipt of the information, the Senior Manager Communications and

Customer Care will draft a press statement, in consultation with the

Head of Department, which will then be submitted to the media. All

controversial media queries will immediately be brought to the attention of

the Municipal Manager, who can opt to

respond directly or direct the Senior Manager Communications and

Customer Care to respond;

7.20.2 Where Heads of Department or Councillors have been approached for

comment directly by the media, it is advisable, where possible, that the

media submit their queries in writing and that, before responding, the Senior

Manager Communications and Customer Care be consulted for advice and

approach. In a situation where this is not possible, the response must be signed off

by the Executive Mayor or the Municipal Manager. Responses to the media should

preferably be provided in writing wherever possible;

7.20.3 Employees, in their private capacity, have the right to make public

comment and enter into public debate issues, but when doing so, must

make it clear that they act in their private capacity. In this advantage of

official information in a way which is in breach of the Code of Conduct for

municipal employees as reflected in Schedule 2 of the Local Government

Municipal Systems Act of 2000. The Code of Conduct stipulates that an

employee may not without permission disclose any privileged or

confidential information obtained as a staff member of the municipality to

an unauthorized person. For the purpose of this item “privileged or

confidential information” includes any information:-

Determined by the municipal council or any structure or functionary of

the municipality to be privileged or confidential;

Discussed in closed session by the council or a committee of the

council;

Disclosure of which would violate a person’s right to privacy; or

Declared to be privileged, confidential or secret in terms of any law

7.20.4 In addition, a staff member of a municipality may not use the position or

privileges of a staff member, or confidential information obtained as a staff

member, for private gain or to improperly benefit another person;

7.20.5 The Senior Manager Communications and Customer Care should ideally at

all

times coordinate interactions with the media, such as media conferences,

briefings, letters to the media and corporate advertising;

7.20.6 The Senior Manager Communications and Customer Care is responsible for

media evaluation and monitoring. A media monitoring, transcripts and

press cutting service is available from the Senior Manager Communications

and Customer Care upon request. Press articles will also be placed on the

ADM’s noticeboards and intranet service;

7.20.7 Items of importance will be circulated to those impacted upon, either for

information purposes or for a draft response;

7.20.8 At all times interaction with the media is to be courteous, cooperative and

not detrimental to the ADM;

7.20.9 Media queries are to be dealt with within the stipulated deadline of two

hours or otherwise within 24 hours. Enquiries received after hours will be

dealt with during office hours unless there is obvious urgency or instruction

to do so e.g. in cases of emergency where crisis communication

management will apply;

7.20.9.1 Inquiries from the media should be in writing wherever possible.

Responses are to be supplied in writing except for radio and television

Interviews;

7.20.10 Media queries must be treated as top priority.

7.20.11 Social Media

.

The phenomenal growth in digital technology and the rise of social media platforms over

the past few years have revolutionised the way in which people communicate and share

information. The use of social media tools in government around the world has rapidly

been gaining acceptance in all spheres of government. This provides an opportunity for

two-way communication between government and citizens, partners and stakeholders

thereby increasing the frequency and speed of engagement.

Social media includes platforms that can be used by the general public using highly

accessible digital technologies such as Facebook, twitter, youtubes, blogs, podcasts,

wikis, micro-blogs and message boards. The following are some benefits to the

municipality for using social media:

• Increasing government’s access to its audiences

• Improving the accessibility of government communication;

• Allowing government to adjust or refocus communications quickly, where

necessary;

• Improving the long-term cost effectiveness of government communication;

• Increasing the speed of constituent feedback and input;

• Rapid response to service delivery complaints/queries;

• Reaching specific audiences on specific issues; and

• Reducing government’s dependence on traditional media channels to

communicate with constituents.

In terms of the Department of Communications (Government Communications and

Information Systems, GCIS) has prescribed acceptable social media guidelines as a

control for this exercise. The guidelines may be institutionalised for control, consistency

and continuity purposes.

7.20.12

7.21 Speeches for the Executive Mayor

Speeches for the Executive Mayor are drafted by the Senior Manager

Communications and Customer Care or speech writer in consultation with

the Executive Mayor. The Senior Manager Communications and Customer

Care/Speech writer , if necessary, will approach the heads of department

for information. Such information must be furnished to the Senior MaHead

of Communications/Speech writer at least five days prior to the event

Of particular importance are two major events where the Executive Mayor

pronounces on the following:

7.21.1 The Council meeting is usually held quarterly every year. The Executive

Mayor reports on the half year progress known as the mid-term report of the

municipality in meeting its

goals and targets as reflected in the integrated development plan for the

current financial year and the programmes and projects that will still be

implemented in the rest of the financial year.

7.21.2 State of the District Address (SODA: council meeting in June of

every year)

The Executive Mayor reports to Council on the municipality’s performance for

the financial year ending, reflects on highlights of the IDP for the financial

year. This event is held in May of every year.

The State of the District Address is published in the community newsletters

which is widely distributed through the local media and via local municipalities.

7.22 Spokespersons

In order to ensure effective communications and compliance to government

policy, the following roles and responsibilities are adopted:

7.21.1 Municipal Manager

The ADM’s Chief Communicator is the Municipal Manager. The

Municipal Manager is the principal spokesperson of Council and

may delegate that function to Heads of Departments or the

institution’s official spokesperson/Head of Communications.

He/she is the Accounting Officer of the institution is the

Information Officer in Terms of Promotion of Access to

Information Act (PAIA) (Act 2 of 2000). He/she is responsible for

any area of municipal administration including all media

enquiries and any matter that related to the running of the

municipality.

7.21.3 Head of Departments

Heads of Departments (HOD’s) are responsible for all aspects of

their service areas. Queries from journalists will be referred to

HoD’s/Managers for comment / clarification / information. All

responses to media queries are coordinated by the Senior Manager

Communications and Customer Care and approved by Municipal

Manager. HOD’s can issue statements within their area of

jurisdiction as delegated by the Municipal Manager , as long as it

does not conflict with the ADM’s policy. If in doubt, please consult

the Strategic Director/Senior Manager Communications and

Customer Care for assistance prior to issuing a statement. At all

times, the Strategic Manager/Senior Manager Communications and

Customer Care must be informed of such statements, ideally prior

to dissemination. This will ensure the centralization and

coordination of messages being disseminated to the media.

7.21.4 Senior Manager Communications and Customer Care

The Senior Manager Communications and Customer Care is the

official Spokesperson and is responsible for drafting media

statements, media liaison and acting as spokesperson on behalf of

the

municipality.

7.23 Promotion of Access to Information

In accordance with the Promotion of Access to information Act, the ADM

has developed a manual that describes how members of the public may

access information from the municipality and the payment for copies made.

For further information, it is recommended that this document be consulted.

However, most promotional material is made available free of charge,

including newsletters, brochures, pamphlets, by-laws etc.

7.24 Communications training/capacity building

The Strategic Director/Senior Manager Communications and Customer

Care assesses the communication needs of communicators and/or

councillors within the district and devised a suitable annual communications

training programme. This is also done in collaboration with the Municipal

Support Unit and the Human Resources Department.

7.25 Sponsorship, partnerships, endorsements

7.24.1 Sponsorships must only be approached with the intention of building

positive associations to enhance and extend a campaign, project or

event. This is done by extending or developing the message,

supplementing the budget or providing additional support.

7.24.2 Sponsorships are potentially sensitive area and have corporate

implications. Careful consideration must be given to suitability and

appropriateness of any sponsor. It is important to ensure that

sponsorships comply with the Municipal Finance Management Act.

Thus it is critical to consider whether the associations will cause

embarrassment or be interpreted as preferential treatment. All

sponsorship approaches and agreements must carry the

recommendation of both the Assistant Director Supply Chain

Management, and must involve both the latter parties from the onset;

7.24.3 The following must be borne in mind with any sponsorship or

partnership agreement:

7.24.3.1 All agreements must be able to withstand public scrutiny;

7.24.3.2 Sponsorship must be confined to the event itself and there

must be no indication that sponsors will be regarded for

other purpose such as access to contracts, ministers,

preferential treatment etc.

7.24.3.3 Sponsorship agreements and partnerships must contain

the requirements for and responsibilities of both parties.

7.24.3.4 Sponsorships must not be sought from organizations that

are involved in significant negotiations, contracts or work

with the ADM;

7.24.3.5 Sponsorships and partnerships should not benefit

individual councillors, officials or their families;

7.24.4 In general, all sponsorship must be tested against the principle that

it does not place the ADM under an obligation to a sponsor beyond

any agreement relating to the event itself.

7.25 Cataloguing and Securing Information

The Communications and Customer Unit regularly updates a photographic library on the

shared network drive which is located as follows:

\\amatole17\10th\adm photos

The release of sensitive information such as the State of the District Address is protected

with an embargo until such time as the Executive Mayor has started to deliver his/her

address. It is then immediately released on the ADM’s website and made available to the

media. An embargo means that no information in an embargoed document can be printed

or published until a certain time. Should journalists publish such information before the

embargoed time, they will be in breach of their code of good practice and ethics.

7.26 Copyright

The ADM owns all publicity material and information it has paid for or

created. Consequently, the reproduction of any such material requires the

approval of the Municipal Manager .

Copyright to the ADM allows the municipality the freedom to allow others to

use the material without paying fees to the original producer.

It also gives the ADM the authority to prevent misuse of the material by the

producer or anyone else.

8. ACCOUNTABILITY

8.1 Mayor

8.1.1 The Executive Mayor approves the annual communications strategy for the

ADM and presents it to Council for adoption;

8.1.2 The Executive Mayor is the political champion of the IDP process and thus

has the responsibility to ensure that this is communicated to all stakeholders;

8.1.3 The Executive Mayor is responsible for all outreach campaign to communities

and ensuring that the latter plays a role in the decision-making process of

Council.

8.2 Mayoral Committee

8.3

8.2.1 The Mayoral Committee has the responsibility to communicate the key

messages as contained in the communications strategy and the

Integrated Development Plan to their constituencies and in respect of

their portfolio. They also play a vital role in ensuring that public

participation processes are implemented;

8.2.2 As portfolio heads, Councillors are delegated by the Executive Mayor to

speak on policy issues, at Council promotional events and functions,

and in accordance with their portfolio departments.

8.4 ADM Portfolio head of Community Participation and Liaison

8.4.1 The ADM’s Portfolio Head of Community Participation and Liaison assists with

policy decisions regarding the dissemination of information to communities

and to ensure, together with the Strategic Director/Senior Manager

Communications and Customer Care, that a public participation programme

is drafted on an annual basis, and in consultation with the Speaker;

8.4.2 He/she is also responsible, together with the Executive Mayor, the Municipal

Manager and the Strategic Director/Senior Manager Communications and

Customer Care, in defining the annual communication priorities, objectives

and requirements. This is done in consultation with the Heads of Department,

ADM Councillors, local municipalities and government departments

represented within the district.

8.5 ADM Speaker

8.5.1 The ADM Speaker is responsible for coordinating the activities of all

councillors and to set up a Petitions Management Committee which registers

and responds to all public complaints, petitions and written requests for

assistance;

8.5.2 The Speaker is the custodian of public participation processes and ensures

that these take place. The ADM Speaker’s office is also responsible for

coordinating all Council meetings, including the Council Open Day function,

where communities are invited to participate in the decisions of Council and

to comment on the IDP and budget of ADM.

8.5.3 The Speaker is the political champion of the Moral Regenaration Movement

(MRM)

8.6 Municipal Manager

8.6.1 The Municipal Manager ensures that the annual communications strategy is

in line with Government’s communication objectives and reflects the ADM’s

priorities. The Municipal Manager ensures the integration of the

communications functions within the ADM

8.6.2 The Municipal Manager ensures that the Strategic Director/Senior Manager

Communications and Customer Care functions as part of senior management

and attend HODs/Working Group;Mayoral Executive Committee and Council

meetings.

8.7 Heads of Department

8.7.1 Heads of Departments must ensure compliance with the ADM’s

Communications Policy and Procedures;

8.7.2 Heads of Departments are responsible for ensuring key communication

issues and priorities are identified annually in line with the Government’s

National Communication Strategy and are thus indicated in the ADM’s

Communications Strategy;

8.7.3 Heads of Departments are responsible for ensuring that their programmes

have a structured communications plan. This must be done in consultation

with the Communications Office and should include adequate budgeting. A

communications projects template has been issued to all project managers

and this should be updated monthly and forwarded to the communications

office as necessary;

8.7.4 The Communications Office should be notified at least six weeks prior to any

major event that requires communications assistance.

8.8 Strategic Director/Senior Manager Communications and Customer Care

8.8.1 The Strategic Director/Senior Manager Communications and Customer Care

serves as the Municipal Manager’s authority on communication issues. As

such, he/she provides communications advice and counsel to the Executive

Mayor, the Municipal Manager, Councillors, and Heads of Department;

8.8.2 He/she is responsible for coordinating all communications activities, including

the procurement of communication products and services, in accordance with

the ADM’s procurement policy;

8.8.3 He/she ensures that the Communications Policy and Procedures are

communicated to staff and adhered to;

8.8.4 The Senior Manager: Communications and Customer Care is the head of

communications in the municipality. He/she is part of the Heads of

Department Working Group meetings, Mayoral Committee Meetings and

Council Meetings. He/she meets with the Executive Mayor, Municipal

Manager and portfolio head for community participation and liaison on a

weekly basis to discuss policy issues and strategic issues relating to

communications and customer care ;

8.9 Community Liaison Assistants

8.9.1 The Community Liaison Officers/Assistant liaise with ward councillors,

ward committees and community development workers to build up a profile of

the needs and issues concerning each ward at every local municipality. As

such, they attend ward committee meetings, to discuss issues of concern,

distributes and provide information and relay outstanding issues to the Senior

Manager Communications and Customer Care. The Senior Manager

Communications and Customer Care/Strategic Director will relay such

information to the Executive Mayor or Mayoral Committee, Municipal Manager

or heads of department for further action as required;

8.9.2 The Community Liaison Officers/Assistant also assist with event

Management such as information sharing days, imbizos, roadshows etc.

where the community are invited to attend. As such the Community Liaison

Officers/Assistants also act as a support to the various departments of the

ADM in ensuring community participation in their programmes and projects;

8.9.3 The principle behind this is to ensure that communications is always

responsive to the needs of the communities and that a developmental

approach is followed to ensure, and direct, service delivery to where it is most

needed. This system also provides for community feedback on municipal

issues.

8.10 DEPARTMENT OF COMMUNICATIONS

The DOC have appointed one Communications Practitioner who is deployed

in the district to work with both the ADM and local municipalities. As such, they

provide assistance in disseminating government information to communities.

The ADM works together with the DOC and local municipalities to implement

communication programmes and projects within the district.

8.11 COMMUNITY DEVELOPMENT WORKERS (CDWs)

ADM has employed Community Development Workers (CDWs) throughout

the district. They are field workers who assist in disseminating government

information and facilitate government services to help improve the lives of

citizens in their areas. They attend ward committee meetings as observers

and work together with ward committees. They report to a CDW Mentor

within each local municipality and the ADM’s Community Liaison Officer.

They submit regular reports to the local municipality CDW mentor and to

the ADM Community Liaison Officer. These reports are then consolidated

and forwarded to the Director for CDW’s in the Eastern Cape Department

of Cooperative Governance and Traditional Affairs .

8.12 Ward Committees

8.12.1 There are 167 wards within the Amathole District Municipality. Each ward is

duly elected and should be representative of all structures within society within

that particular ward. The ward committees are generally made up of 10

representatives and each are assigned a portfolio. They are thus required to

set up subcommittees made up of representatives of the communities to

handle the portfolio assigned to them. Ward committee meetings are held on

a regular basis. There should be recording of such meetings, minutes must

be typed up and copies should be forwarded to the Speaker’s Office, who is

the custodian of public participation processes;

8.12.2 As ward committees are the eyes, ears and mouthpiece of both government

and the communities they represent, they play an extremely important role in

ensuring public participation process are carried out, in disseminating

government information to communities, and to provide feedback to the

municipalities, and to provide feedback to the municipalities on the needs,

perceptions and attitudes of the communities;

8.12.3 Thus ward committees are an important communication channel.

9. REPORTING OF SUSPECTED IRREGULARITIES

9.1 The ADM’s Integrated Conditions of Service (as agreed by ADM, South

African Local Government Bargaining Council, SAMWU and IMATU) stipulates

that an employee must use the appropriate channels to air his or her grievances;

9.2 The ADM has also developed an internal auditing mechanism, dubbed the

“Tip-offs Anonymous” Campaign to encourage employees to report to the

appropriate authorities, any fraud, corruption, nepotism, maladministration and

any other act which constitutes an offence which is prejudicial to the public

interests. The responsibility of every employer and employee to disclose criminal

and any other irregular conduct in the workplace is also underpinned by the

Protected Disclosures Act of 2000 which protects the rights of those who report

any irregularities. The number of the Tip-off Anonymous is 0800003225 or email

at adm@tip-offs.com. An employee may make a disclosure about unlawful or

irregular conduct by the employer or a fellow employee in the workplace in terms

of the procedures, and to the stipulated institutions or persons, and to the

Protected Disclosures Act of 2000. An employee who makes a disclosure in

accordance with the Act will enjoy protection against reprisals as a result of the

disclosure.

Other channels include:

9.3 Lodging a complaint with the Public Protector or a Provincial

Protector or a Provincial Public Protector concerning a suspected unlawful or

improper official act or omission (the Constitution and the Public Protector Act of

1994);

9.4 Lodging a complaint with the Human Rights Commission concerning an official

act or omission that is suspected to constitute a violation of or threat to any

fundamental rights (Human Rights Commission Act, of 1994);

9.5 Using labour law remedies regarding official acts or omissions of a labour

nature, namely disputes of rights (Labour Relations Act of 1994);

9.6 Lodging a complaint with a labour inspector or any other specified functionary

Concerning any alleged contravention of the Basic Conditions of Employment

Act of 1997 (section 78(1)(a)), or the Employment Equity Act, 1998 (section 34

(e)).

10. REFERENCES & OTHER SOURCES OF INFORMATION:

Local Government Municipal Structures Act 117 of 1998

Local Government Municipal Systems Act 32 of 2000

Promotion of Access to information Act 2 of 2000

Municipal Finance Management Act 56 of 2003

National Communications Framework of 2014

Resolutions of the SALGA National Communications Conference in Tshwane,

May 2006

Government Communications Information System Office of the Premier.