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

More documents

Recommendations

Info

ReportIDPPROCESSSet KPI’sGeneral KPI’sAuditingPerformanceSet Targets(measurable)Review &MeasurePerformanceMonitorPerformanceCOMMUNITY PARTICIPATION6.5 What is a Performance Management ModelPerformance management is defined as a strategic process to management, or a system of management,which equips leaders, managers, employees and stakeholders at different levels with a set of tools andtechniques to regularly plan, continuously monitor, periodically measure and review performance of anorganisation in terms of indicators and targets for efficiency, effectiveness and impact. It describes andrepresents the cycle and processes of performance planning, monitoring, measurement, review, reporting andimprovement and how these cycles and processes will be conducted, organised and managed according todeveloped and implemented mechanisms, systems and processes for monitoring, measurement and review ofperformance in respect of key performance indicators and targets as set.Performance measurement involves determining the extent to which objectives are being achieved throughdeveloping indicators and linking them to targets and related standards. A performance measurementframework is a practical plan for an organisation to collect, process, organise, analyse, audit, reflect and reporton performance information.A performance measurement model is the system that is used to monitor measure and review performanceindicators within a performance management framework. It is a choice about what aspects or dimensions ofperformance will be measured. It implies the grouping together of indicators into logical categories orperspectives as a means to enhance the ability of an organisation to manage and analyse its performance.6.6 The Value of a Performance Management ModelThe value of performance measurement models can be summarised as follows:(a) Models simplify otherwise lengthy lists of indicators by organising them into perspectiveswhich will sufficiently represent effective performance according to groupings of relatedindicators;(b) Models assist in aligning the relationship between areas of performance when planning,evaluating and reporting;209 | P a g e
(c) Models help align strategic planning and performance management by directly linking keyperformance areas to priority areas in the strategic plan, in the case of municipalities, it isthe IDP;(d) Having a clear model allows a municipality to agree on what areas of performance should beintegrated, managed and measured and what values should inform indicators and standardsof achievement, based on the context that best fits the municipality.6.7 Criteria of a Good Performance ModelThe following characteristics should guide the choice of a performance model:(a) It must be simple to develop and its implementation must be able to be cascaded to thelower employee levels with ease and must be easy to replicate at all other levels;(b) The model must ensure that there is a balance in the set of indicators being compiled;(c) The balance created by the model must encompass all relevant and priority areas ofperformance;(d) The key performance area perspectives must be aligned to the IDP objectives;(e) The model must be able to timeously diagnose blockages in the system;(f) It must be easy to replicate at all levels; and(g) It must integrate with other municipal systems and processes.6.8 The Municipal Balanced Scorecard Performance ModelThe Municipal Balanced Scorecard Model (BSCM) requires the use of scorecards as a systematic approach toassessing internal results that ensures that there is a balance in the set of indicators being compiled. It hasbeen developed as a means to measure performance by combining both financial and non-financial indicatorsto create a balance between financial and other critical functional areas in the Municipality. By combiningfinancial and non-financial indicators in a single report, the Balanced Scorecard aims to provide managers withricher and more relevant information about the activities being managed than can be provided by financialindicators alone. The Balanced Scorecard model groups indicators into four perspectives namely the financial,customer, internal and learning and growth perspectives. Within the municipal context, the BalancedScorecard has to be adapted to measure performance within developmental areas that are relevant tomunicipal service delivery and local government. Strategic planning through the IDP requires thatmunicipalities must align their key performance areas around all the areas that cut across every functionalarea of a municipality. The municipal scorecard will measure the Municipality’s performance according to thefollowing perspectives and aligned to the Key Performance Areas:(a) Municipal development perspective: to assess whether the desired development indicatorsaround the performance areas of social and economic development is achieved (LocalEconomic Development);(b) Service delivery perspective: to assess the municipality’s performance in the overall deliveryof basic and infrastructural services and products (Basic Service Delivery);(c) Institutional development perspective: it relates to input indicators that measure thefunctioning of the municipality in areas such as human resources, strategic planning andimplementation, performance management and all other indicators that seek to develop andmanage the municipal institution (Municipal Transformation and OrganisationalDevelopment);(d) Financial management perspective: to measure the municipality’s performance with respectto management of finances (Financial Viability and Management);(e) Governance process perspective: measures the municipality’s performance in relation to itsengagements with its stakeholders in the process of governance structures and goodmunicipal governance processes (Good Governance and Public Participation).The Performance Management framework to be adopted by Lekwa Local Municipality as that of the MunicipalBalanced Scorecard sets out:(a) The objectives and benefits of a performance management system;(b) The principles that will inform the development and implementation of the system;210 | P a g e
Page 4 and 5:
“To be the leading, people center
Page 9 and 10:
Page 11 and 12:
Page 13 and 14:
Page 15 and 16:
Page 17 and 18:
Page 19 and 20:
Page 21 and 22:
Page 23 and 24:
Page 25 and 26:
Page 27 and 28:
Page 29 and 30:
Page 31 and 32:
Page 33 and 34:
Page 35 and 36:
Page 37 and 38:
Page 39 and 40:
Page 41 and 42:
Page 43 and 44:
Page 45 and 46:
Page 47 and 48:
Page 49 and 50:
Page 51 and 52:
Page 53 and 54:
Page 55 and 56:
Page 57 and 58:
Page 59 and 60:
Page 61 and 62:
Page 63 and 64:
Page 65 and 66:
Page 67 and 68:
Page 69 and 70:
Page 71 and 72:
Page 73 and 74:
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
Page 81 and 82:
Page 83 and 84:
Page 85 and 86:
Page 87 and 88:
Page 89 and 90:
Page 91 and 92:
3.10.3 Existing Pump Stations Infra
Page 93 and 94:
3.10.4 Existing Pump Stations Infra
Page 95 and 96:
General information Zone 1 Zone 2 Z
Page 97 and 98:
3.10.7 Existing Reticulation Infras
Page 99 and 100:
3.10.13 Future Bulk Sanitation Infr
Page 101 and 102:
Opportunities High influx of potent
Page 103 and 104:
• Mandla Mthethwa - complained ab
Page 105 and 106:
• Clinic and RDP houses: the comm
Page 107 and 108:
Available land for agricultural and
Page 109 and 110:
CHAPTER: FOUR4 VISION AND MISSION O
Page 111 and 112:
4.2 NINE (9) STRATEGIC FOCUS AREAS
Page 113 and 114:
Promote and support sustainability
Page 115 and 116:
• The fact that the largest numbe
Page 117 and 118:
The myriad of third order routes pr
Page 119 and 120:
NODE LOCALITY ACCESS FACILITIES CHA
Page 121 and 122:
Figure 26/7: OPEN SPACE (left)PROPO
Page 123 and 124:
Third order nodes will serve only a
Page 125 and 126:
Development Principle 6: Prioritize
Page 127 and 128:
Industrial 1 Industry (excludingnox
Page 129 and 130:
• The ability of the municipality
Page 131 and 132:
4.4 IMPLEMENTATION FRAMEWORK OF SDF
Page 133 and 134:
ACTION LOCATION ESTIMATED COST REAS
Page 135 and 136:
CHAPTER FIVE5 STRATEGIC OBJECTIVES,
Page 137 and 138:
ISSUE DESIRED OUTCOME KEY PERFORMAN
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Staff TurnoverLabour Relations andC
Page 145 and 146:
KEY PERFORMANCEAREA(linkage to IDP)
Page 147 and 148:
8. ContractsManage and safekeeping
Page 149 and 150:
KEY PERFORMANCEAREA(linkage to IDP)
Page 151 and 152:
2. Submitting the Annual FinancialS
Page 153 and 154:
2. Fraud ReportingHot LineManage th
Page 155 and 156:
KEY PERFORMANCE AREA(linkage to IDP
Page 157 and 158:
monthly basis4.Prepaid Electricity
Page 159 and 160: Responsible for the procurementof S
Page 161 and 162: Informal DebtorsManagement of infor
Page 163 and 164: management of the EEP(Employment Eq
Page 165 and 166: OccupationalHealth & Safety Act at
Page 167 and 168: External Service ProviderManage the
Page 169 and 170: KEY PERFORMANCEAREA(linkage to IDP)
Page 171 and 172: Water ConnectionsResponsible and ma
Page 173 and 174: KEY PERFORMANCE AREA(linkage to IDP
Page 175 and 176: KEY PERFORMANCE AREA(linkage to IDP
Page 177 and 178: Sport FieldsManage themaintenance o
Page 179 and 180: performance of theappointed externa
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
Page 193 and 194: DistrictNUNBER OF ECDCENTES FUNDEDB
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
Page 207 and 208: funderSPECIAL PROGRAMMES AND PROJEC
Page 209: 6.3 BENEFITS OF PERFORMANCE MANAGEM
Page 213 and 214: The objectives and benefits of havi
Page 215 and 216: Be responsive to the needs of the l
Page 217 and 218: CHAPTER SEVEN7. GOOD GOVERNANCE AND
Page 219 and 220: the gas chambers, conducted experim
Page 221 and 222: The Audit Committee is an independe
Page 223 and 224: The democratically elected stakehol
Page 225 and 226: Developing and subsequently reviewi
Page 227 and 228: LEKWA LOCAL MUNICIPALITY FUNCTIONAL
Page 229 and 230: The municipality prepared and submi
Page 231 and 232: Incapacity Due to Ill-Health/Injury
Page 233 and 234: easonably expects to derive economi
Page 235 and 236: Except in so far as capital project
Page 237 and 238: 7.24 ANNUAL BUDGET FOR THE FINANCIA
Page 239 and 240: Table 1.Consolidated Overview of th
Page 241 and 242: The table indicate that the municip
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
Page 249 and 250: The following table gives a breakdo
Page 251 and 252: Owing to the high increase in elect
Page 253 and 254: MP305 Lekwa - Supporting Table SA34
Page 255 and 256: CHAPTER 88. LOCAL ECONOMIC DEVELOPM
Page 257 and 258: 8.2 LOCAL ECONOMIC DEVELOPMENT STRA
Page 259 and 260: outes, Motorbike &quad bike routes.
Page 261 and 262:
programmefor industrialInnovationta
Page 263 and 264:
Promote and Support Agricultural de
Page 265 and 266:
Sector (Business cluster) Developme
Page 267 and 268:
Following these analyses, important
Page 269 and 270:
local areas have physical features
Page 271 and 272:
To develop an Open Space network ba
Page 273 and 274:
Municipal regions are competing for
Page 275 and 276:
PerformanceManagementSystemsAnnual
Page 277 and 278:
Performance Management SystemsRepor
Page 279 and 280:
Performance Management SystemsActiv
Page 281:
Performance Management SystemsActiv
show all

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

Create successful ePaper yourself

Delete template?

Save as template?