Maphumulo IDP - KZN Development Planning

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8.4 MAPHUMULO PERFORMANCE MANAGEMENT PROCESS8.4.1 PERFORMANCE PLANNINGAt an organisational level, the IDP forms the basis for performance management as itprovides the broader perspective of what the municipality aims to achieve, and is linked toorganisational targets and indicators which will be monitored, measured and reported on.The annual review of the IDP forms an important part of the performance planning processas it results in new or reviewed set of targets and indicators for the following financial year. Toensure that the municipality’s IDP programmes and projects are delivered in accordancewith the plan, a set of targets, milestones and performance indicators will be developed.These performance measures form the basis for the Service Delivery and BudgetImplementation Plan which breaks the annual targets, milestones and indicators intoquarterly and annual service delivery targets.8.4.2 PERFORMANCE MONITORINGPerformance monitoring will be done throughout the year to ensure that the set targets andmilestones are achieved and to take remedial steps where these are unlikely to be achievedin accordance with the plans. Respective Managers within the municipality will beresponsible for monitoring programmes and projects that fall within their ambit and report onthe progress of those programmes and projects. The monitoring process will thereforehighlight issues that both Council and the administration need to attend to ensure thatprogrammes and projects remain on course for completion in time and with the desiredresults. The Accounting Officer of the municipality assumes the overall responsibility for themonitoring of individual performance in line with the set scorecards.8.4.3 PERFORMANCE MEASUREMENTIn terms of the PMS Framework, at the end of every quarter Directorates are expected tosubmit to the Office of the IDP Manager their completed Organisational Scorecard andSDBIP’s for further submission to Internal Audit. Internal Audit thereafter submits to the ExternalAudit Committee, which in turn reviews the PMS and submits recommendations thereon tothe EXCO. PMS quarterly reports are submitted to Internal audit, municipal manager, auditcommittee ant the municipal council for adoption.8.4.4 PERFORMANCE REPORTINGThe performance reporting process will take place in two ways, the first one being during thecourse of the year as measurement following measurement and the other one taking placeannually at the end of the year. During the year, the analysis of data mentioned in theprevious section will be followed by a process of reporting at various levels. Firstly, a report onthe overall performance of the municipality as per the scorecard will be submitted to theExecutive Committee and Council on a quarterly basis. The Council will then assess theperformance of the municipality as part of its oversight role and provide feedback to theExecutive Committee and the Municipal Manager. In addition to these reports, otherquarterly and mid-year reports will be submitted to Treasury on the SDBIP in accordance withthe Municipal Finance Management Act, (MFMA) 2003.On an annual basis, a comprehensive report on the performance of the municipality will besubmitted as provided for by the MFMA, 2003. The report on the performance will then formpart of the Municipality’s Annual Report. The council will then report twice per annum to thecommunity in line with its Communication and Public Participation Strategy which is, as__________________________________________________________________________________________Maphumulo Integrated Development Plan (IDP) 2012 - 2013Final June 2012Page 127 of 142
mentioned earlier, is currently under review. The Council will further report annually toAuditor-General and the MEC for Local Government and Traditional Affairs. The annualreport will be a reflection of the municipality’s performance against the key performanceareas, key performance indicators as well as annual targets. The table below provides asummary of the reporting requirements and intervals as outlined above.Report Frequency Recipient1. SDBIP Quarterly Executive Committee2. Organisational Scorecard Quarterly Executive Committeeand to Council3. Implementation of the budget and financial QuarterlyCouncilstate of affairs within the municipality4. SDBIP mid-year budget and performanceassessmentOnce a yearMayor (in consultationwith EXCO)5. Performance report Annually Council6. Annual report Annually Council7. Oversight report Annually CouncilTable 34: Performance Reporting Requirements and Timeframes8.4.5 PERFORMANCE REVIEW AND EVALUATIONA performance review, in which a comprehensive evaluation of the municipal performancewill be conducted, will take place at the end of the financial year after all performanceinformation has been audited. The municipality will carefully analyse its performance in orderto identify and understand areas wherein it has performed well or badly during the financialyear. The analysis is intended to examine trends in performance over time and in all politicaland administration structures of the municipality. The result of the review process will be usedto develop measures to improve performance and inform the planning stage of thefollowing year’s balanced scorecards and annual programme.8.5 IDP, BUDGET, PMS INTEGRATION THROUGH SDBIP’SAt a strategic level, the IDP Priorities are aligned to the National Key Performance Areas.Organisational objectives in terms of the IDP, is incorporated into the Organisational PMS bydeveloping applicable indicators for measuring of performance and then setting of targets(within the available resources as specified in the Budget). All of this is consolidated into anOrganisational Score-card in line with the NKPA Model selected as specified in theFramework mentioned above to allow for measuring and reporting of performance at anOrganisational/Strategic level.The Organisational Score-card is then unpacked at a departmental/Vote level and informsthe development of Service Delivery Budget Implementation Plans (SDBIP’s) to allow forperformance reporting at an operational level as is required in terms of the MFMA.Ideally, the SDBIP aligns itself with Powers and Functions, Objectives of the Departmentaligned to IDP and the allocated budget, relevant indicators and targets.The Service Delivery Budget Implementation plan is then cascaded into Section 57Performance Agreements.All of these performance reports are then consolidated into the Annual Performance Reportthat forms a component of the Annual Report as prescribed in the MFMA.__________________________________________________________________________________________Maphumulo Integrated Development Plan (IDP) 2012 - 2013Final June 2012Page 128 of 142
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Maphumulo Local MunicipalityMaphumu
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4.2.2.2 The New Growth Path Focus .
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6.6.4 THE PLAN ....................
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Figure 9: Infrastructure, Community
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FOREWORD BY HER WORSHIP, THE MAYOR
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1. Municipal Transformation and Ins
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the local economy and the search fo
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1.7 MUNICIPAL TURN AROUND STRATEGY
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infrastructure limits social inclus
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2.2 PROFILE OF THE MAPHUMULO MUNICI
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2.2.2.3 Sectoral ContributionPublic
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2.2.2.6 Poverty Stricken AreasThe e
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Mandeni does not have a hospital th
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CrimeCategoryApril2003-March2004Apr
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2.2.7 DISASTER MANAGEMENTILembe Dis
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MAP 5: Maphumulo GeologyGneiss foun
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agriculture. The Tugela River valle
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MAP 13: Maphumulo Land SensitivityT
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The Slope of Maphumulo indicates th
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17. The Department of Environmental
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Eco-School ProgrammeWithin IDM, DAE
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11 1,812 1,812 59 1,753 59 97%Total
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Funding for stage2 approved.KwaHlon
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2.6.3 ORGANISATIONAL STRUCTUREThe r
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Figure 10: Budget and Treasury Depa
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2.6.6 COMMUNITY DEVELOPMENT WORKER
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strategic session include; the purp
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HousingEconomicDevelopmentandWater
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OPPORTUNITIESOpportunity to effecti
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Energy Usage- environmental changeA
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3.1.4 MAPHUMULO VISIONThe municipal
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4 CHAPTER 4 - THE SPATIAL DEVELOPME
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4.2.2 THE NEW GROWTH PATH4.2.2.1 In
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4.2.3 PROVINCIAL SPATIAL ECONOMIC D
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4.2.4 THE PROVINCIAL GROWTH AND DEV
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Capitalise on complementarities and
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The various nodes and their broad i
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Page 143 and 144: Maphumulo Local MunicipalityCapital
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