Lekwa Local Municipality 2013/14 - Co-operative Governance and ...

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CHAPTER SIX6 PERFOMANCE MANAGEMENT SYSTEM6.1 INTRODUCTIONLocal Government has been instrumental in delivering a step change in the quality of services that are beingprovided to its residents as well as in embracing new structures and regimes for service delivery. Key to serviceimprovement has been a greater focus on performance management, tied to the strategic vision, mission andobjectives of municipalities. In the quest for greater service improvement local government have promulgatedvarious pieces of legislation and regulations for better coordinated efforts for service delivery improvementsand the measuring thereof. This method of municipalities working closer with stakeholders to measure andmonitor continued service improvement, reinforces the importance of a robust performance managementframework, not just within the Council but also within its partner organisations to work better together. Amunicipality’s organisational priorities set out what role Council will play towards the delivering on thedevelopmental local government agenda and mandate. These Council priorities must focus on the needs of itslocal communities and must be geared towards ensuring that, in delivering services, Council focuses on itscitizens while ensuring coherent functioning, is transparent in its actions and responds to changing needs anddemands.At local government level, it has become imperative, with local economic development, transformation,governance, financial viability and service delivery being the key performance areas in terms of the localgovernment developmental agenda, to formalise the management of performance. Performancemanagement provides the mechanisms to measure whether targets that are set by municipalities to meet itsstrategic objectives are being met. National government has also found it necessary to institutionalise andprovide legislation on the performance management process for local government to further strengthen thisprocess.The Municipal Systems Act (MSA) of 2000 mandates municipalities to establish a performance managementsystem and the Planning and Performance Management Regulations of 2001 outlines the municipality’sperformance management system that must consist of a framework that describes and represents how themunicipality’s cycle and processes of performance planning, monitoring, measurement, review, reporting andimprovement will be conducted, organised and managed and to determine the roles of different stakeholders.Furthermore, the MSA and the Municipal Finance Management Act (MFMA) of 2003 require that a five yearstrategy, the Integrated Development Plan (IDP), of a municipality must be aligned to the municipal budgetand must be monitored for implementation against the IDP through an annual Service Delivery and BudgetImplementation Plan (SDBIP). Thus there is a clear link between the IDP, the budget and the performance of amunicipality. These provisions and how the performance of managers is to be managed and how it must bealigned to the implementation of the IDP are regulated in terms of the 2006 Municipal PerformanceRegulations for Municipal Managers and Managers directly accountable to Municipal Managers.6.2 OBJECTIVES OF PERFORMANCE MANAGEMENTThe objective of institutionalising a performance management system beyond legislative compliancerequirements is to:(a) Facilitate increased accountability(b) Facilitate learning and improvement(c) Provide early warning signals(d) Facilitate decision-making processesThe objectives are also for the performance management system to serve as a primary mechanism to monitor,review and improve the implementation of Lekwa Local Municipality’s IDP through a performancemanagement system.207 | P a g e
6.3 BENEFITS OF PERFORMANCE MANAGEMENTAdopting a performance management system is beneficial in that it identifies major or systematic blockages ontime, ensures accountability between the municipality’s political leadership, its administration and itsresidents and also provides early warning signals for underperformance so that corrective action can be takenon a regular basis.6.4 PRINCIPLES GUDING DEVELOPMENT AND IMPLEMENTATION OF PMSIn developing a performance management system, the Municipality will be guided by the following principles:(a) Both development and implementation of the system must be driven by Council and theexecutive management(b) The system must be owned by all relevant stakeholders within the municipality and besupported the other spheres of government(c) Communication must occur at all levels on an on-going basis(d) The value of PMS must be understood by all role-players and stakeholders(e) The system must place the community at the centre of local government processes(f) The system must be developmental and not punitive(g) The system must be developed and implemented within the available capacity and resourcesof the municipality(h) The system should align to other municipal initiatives, systems and processes(i) The system must provide learning and growth opportunities through the coaching andreview processes.The PMS must be implemented in such a manner that it:(a) Is developmental and not punitive in nature as employees will be provided with careeropportunities and be allowed space to be creative and innovative in performing andimproving their work;(b) Provides a clear and detailed framework for:(i) reaching agreement on performance contracts(ii) clear KPIs, targets and standards that are agreed upon(iii) a balance between organisational needs and employee rights(c) Allows for joint responsibility and accountability based on mutual trust and respect(d) Is cost-effective and practical while enhancing improvement on quality(e) Is applied consistently and documents and records both formal and informal feedback(f) Is applied equitably and fairly(g) Allows for honesty and transparency in its application(h) Provides clear linkages between performance, recognition and reward(i) Provides a clear guide on dealing with poor or non-performance(j) Focuses on critical work activitiesThe following diagram outlines the process flow in respect of how planning, monitoring, measurement, review,reporting and improvement will be conducted, organised and managed and also the roles of differentstakeholders.208 | P a g e
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3.10.3 Existing Pump Stations Infra
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3.10.4 Existing Pump Stations Infra
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General information Zone 1 Zone 2 Z
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3.10.7 Existing Reticulation Infras
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3.10.13 Future Bulk Sanitation Infr
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Opportunities High influx of potent
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• Mandla Mthethwa - complained ab
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• Clinic and RDP houses: the comm
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Available land for agricultural and
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CHAPTER: FOUR4 VISION AND MISSION O
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4.2 NINE (9) STRATEGIC FOCUS AREAS
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Promote and support sustainability
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• The fact that the largest numbe
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The myriad of third order routes pr
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NODE LOCALITY ACCESS FACILITIES CHA
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Figure 26/7: OPEN SPACE (left)PROPO
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Third order nodes will serve only a
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Development Principle 6: Prioritize
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Industrial 1 Industry (excludingnox
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• The ability of the municipality
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4.4 IMPLEMENTATION FRAMEWORK OF SDF
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ACTION LOCATION ESTIMATED COST REAS
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CHAPTER FIVE5 STRATEGIC OBJECTIVES,
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ISSUE DESIRED OUTCOME KEY PERFORMAN
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Staff TurnoverLabour Relations andC
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KEY PERFORMANCEAREA(linkage to IDP)
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8. ContractsManage and safekeeping
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KEY PERFORMANCEAREA(linkage to IDP)
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2. Submitting the Annual FinancialS
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2. Fraud ReportingHot LineManage th
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KEY PERFORMANCE AREA(linkage to IDP
Page 157 and 158: monthly basis4.Prepaid Electricity
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Page 181 and 182: KEY PERFORMANCEAREA(linkage to IDP)
Page 183 and 184: 5.1 PROGRAMMES AND PROJECTS FOR THE
Page 185 and 186: PRIORITY OUTPUTS AND BUDGET FOR 201
Page 187 and 188: PROGRAMME 3: CRIME PREVENTION AND C
Page 189 and 190: schoolsPROGRAMME 4: TRANSPORT REGUL
Page 191 and 192: SOPA PRIORITIES KEY ACTIVITIES 2013
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Page 195 and 196: SOPA ISSIUE KEY ACTIVITIES TIMEFRAM
Page 197 and 198: SOPAISSIUEKEY ACTIVITIES TIMEFRAME
Page 199 and 200: Municipal Infrastructure Grant for
Page 201 and 202: Phase no:GSDM No. LOCALITY Project
Page 203 and 204: 2013/2014ENVIRONMENTAL PROTECTION A
Page 205 and 206: funderSPECIAL PROGRAMMES AND PROJEC
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Page 217 and 218: CHAPTER SEVEN7. GOOD GOVERNANCE AND
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Page 227 and 228: LEKWA LOCAL MUNICIPALITY FUNCTIONAL
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Page 233 and 234: easonably expects to derive economi
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Page 237 and 238: 7.24 ANNUAL BUDGET FOR THE FINANCIA
Page 239 and 240: Table 1.Consolidated Overview of th
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Page 243 and 244: ultimately all connections will be
Page 245 and 246: MP305 Lekwa - Table A5 Budgeted Cap
Page 247 and 248: MP305 Lekwa - Supporting Table SA30
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Page 251 and 252: Owing to the high increase in elect
Page 253 and 254: MP305 Lekwa - Supporting Table SA34
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Page 257 and 258: 8.2 LOCAL ECONOMIC DEVELOPMENT STRA
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outes, Motorbike &quad bike routes.
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programmefor industrialInnovationta
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Promote and Support Agricultural de
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Sector (Business cluster) Developme
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Following these analyses, important
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local areas have physical features
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To develop an Open Space network ba
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Municipal regions are competing for
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PerformanceManagementSystemsAnnual
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Performance Management SystemsRepor
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Performance Management SystemsActiv
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Performance Management SystemsActiv
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