The administration of Matjhabeng Local Municipality was faced with key challenges such as the amalgamation and merging of the former six (6) Transitional Local Councils into a one (1) financially viable and economically sustainable municipality. The alleviation of poverty through special projects, skills development and job creation, identification of special projects and programmes for women, the youth, the disabled and the aged were same of the challenges facing this municipality during its inception.

As head of administration, the Municipal Manager is responsible and accountable for the formation and development of an economical, effective, efficient and accountable administration as set out in Section 55 of the Local Government: Municipal Systems Act, 2000, Act no 32, 2000.

The approved organisational structure is linked to the eight (8) portfolio committees headed by the chairpersons of the Mayoral Committee, i.e. there are 8 departments headed by 8 head of departments as outlined above.

Meetings

Management meetings i.e. meetings attended by the Municipal Manager, has eight departmental heads including five Managers located in his office, are held monthly.

These meetings are aimed at enabling the Municipal Manager and his departmental heads to assess progress within their departments and to collectively take decisions on strategic issues. Management meetings are held to map out service delivery and provide guidance on achieving set goals. During these meetings heavy emphasis is put on the following focus areas:

Sound financial management.
Effective governance.
Infrastructure and service delivery.
Social and economic transformation.

Another structured manner of the administration is the local labour forum meetings where stakeholders debate and discuss common issues around labour and provide input into how the administration should be run. These insights are then fed to the respective political offices through the portfolio committees and the Mayoral Committee.