CHAPTER 1 GENERAL INTRODUCTION

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1 CHAPTER 1 GENERAL INTRODUCTION 24

2 CHAPTER1 GENERAL INTRODUCTION 1.1 INTRODUCTION AND BACKGROUND This report provides a record of the activities undertaken by George Municipality during the 2010/2011 financial year and also addresses the performance in respect of the Municipality s core legislative obligations. Furthermore, this report is aimed at promoting accountability to the local community for the decisions made throughout the 2010/2011 financial year. Performance Management System is central to the realisation of the objectives of the Integrated Development Plan (IDP) of the Municipality. It remains an essential tool to realise the goals set in the contract with the people. The contract referred to above is the IDP which is linked to the municipal budget. This document represents the Municipality s approach to service delivery and target setting. Effective performance management requires a combination of the right business model, a working culture of accountability, transparency and good governance. It therefore seeks to promote these tenets and enhance efficiency, effectiveness and economy. George Municipality s performance management system (PMS) is a strategic approach to management which equips leaders, managers, employees and stakeholders at different levels, with a set of tools and techniques to regularly plan, continuously monitor and periodically measure and review performance of the Municipality in terms of indicators and targets for efficiency, effectiveness and impact. In doing so, it aims to ensure that the municipality achieves its strategic objectives as contained in its Integrated Development Plan (IDP) and budget. The performance management system therefore fulfils the following objectives: Facilitate increased accountability Facilitate learning and improvement Provide early warning signs Facilitate decision making In developing and maintaining its performance management system the Municipality s status with regard to critical components during the 2010/11 financial year is indicated below: Core Components of George Municipality s Performance Management System for 2010/11 NO. STATUS 1. Reviewing the Integrated Development Plan (IDP) Activities, objectives, targets and key performance indicators (KPI s) that were measured during the 2010/2011 financial year are captured in the 2010/2011 Reviewed IDP, adopted by Council in June Municipal Budget and Adjustment Budget The Municipal budget provided the necessary financial resources for the projects and activities identified in the IDP which were measured during the 2010/2011 financial year. Cash Flows and targets had to be revised during the year due to projects that could not be implemented as a result of non-availability of funds budgeted from other sources. The Municipality successfully concluded its budget process during the 2010/2011 financial year and adopted its budget for the 2010/11 financial year in June Development of the Service Delivery Budget Implementation Plans (SDBIPs) 25

3 Considering the key performance indicators and targets in the IDP, the Municipality divided it per Department in the SDBIP for the 2010/2011 financial year. The Municipality also successfully concluded its SDBIP for the 2010/2011 financial year in June Performance agreements for Senior Managers and assessment of Senior Managers The performance agreements for Senior Managers were concluded by July Electronic reporting and monitoring tool During the 2010/2011 financial year the Municipality commenced with the implementation of an electronic monitoring and reporting system (Isolomzi). 6. Performance measuring and reporting Performance reporting and measuring against set targets and indicators for the 2010/2011 financial took place as follows: Section 71 Reports: Monthly Departmental reports on the status of the Municipal Budget Section 52 Reports: Quarterly Departmental reports submitted to Council on the implementation of the budget and actual performance against the targets and indicators of the Municipality, as indicated in the SDBIP Monthly Isolomzi PMS reports of project implementation status to Senior Management, and quarterly Isolomzi PMS reports to Council Monthly and Quarterly Departmental reports to Council which reflected on the activities of a specific Department during a particular month and quarter The Municipality also reported the previous year s performance to the public during the IDP/Budget road shows held in April Monitoring, corrective measures and oversight Considering all the reports highlighted above, Council and Senior management took appropriate steps to improve performance and ensure implementation of the budget and reaching of annual targets. After the Annual Report was tabled, an Oversight Committee was established and an oversight report was tabled in March Internal control of the Performance Management System George Municipality has introduced a system of verifying reports utilising portfolios of evidence that are submitted by managers. These are used to report on the performance of the municipality with regard to its key performance indicators and project progress. Quarterly performance audits are conducted on organisational key performance indicators and projects. These performance audits are conducted by means of an internal audit to ensure the credibility and independence of the performance management system. As required by the regulations, the internal audit produces an audit report on a quarterly basis, which is submitted to the municipal manager and the audit committee. 26

4 1.2 OBJECTIVES, INDICATORS AND TARGETS FOR 2010/2011 Within the Reviewed Integrated Development Plan 2010/11 the Municipality identified 41 Municipal Key Performance Areas. These areas were clustered according to the 5 National Key Performance Areas for Local Government in South Africa. Each of the Five (5) National Key Performance Areas of Local Government is provided with a short description and its area of focus, namely: Municipal Transformation and Institutional Development (KPA 1) Establishment and functionality of all core municipal policies and systems as required by law. A balanced infrastructure investment and sustainable economic development programme that is part of the Integrated Development Plan. Implementation of continuous management reform and improvement. Empowering employees through focused and continuous professional/ skills development. Development and functionality of effective accountability and performance management mechanisms for Councillors and Officials. Sound labour/management and Human Resource relationships. Increased and appropriate utilisation of technology. Basic Service delivery and Infrastructure Development (KPA 2) A clean, safe and healthy municipality. Universal access to quality, affordable and reliable municipal services (e.g. water, sanitation, electricity, refuse removal, transportation). Regular investment in infrastructure and productive equipment. Local Economic Development (KPA 3) Thriving and vibrant local economy and neighbourhoods. Ongoing programme of contributing to the development of employable, educated and skilled citizens. Facilitation of job creation and access to business opportunities. Continuous and positive interactions with all key economic anchors and actors. Creation of an investor friendly environment. Municipal Financial Viability and Management (KPA 4) Sound financial management systems. Development of annual and medium term outlook on revenue and expenditure plans and targets. Reduced dependency on grant transfers. Timely and accurate accounting of public resources. Good Governance and Public Participation (KPA 5) Functional community participation mechanisms and Ward Committees. Established feedback mechanisms in order to ensure responsiveness to communities. 27

5 Continuous and special attention to historically marginalised and excluded communities. Equal, easy and convenient access for the public to the municipality and its services. Effective intergovernmental relations. Effective anti-corruption measures. For each of the 41 Municipal Key Performance Areas the Municipality developed appropriate objectives, key performance indicators and targets. The targets were broken up over a one year period, linked to the budget and included in the SDBIP of the Municipality. Reporting of the actual outcomes achieved by the respective Departments took place quarterly, at mid-year and annually. These actual outcomes and department activities are reported in the following sections and chapters. 1.3 OVERVIEW OF CHAPTERS George Municipality s Annual Report for the 2010/11 financial year seeks to comprehensively reflect the annual review of the Municipality s performance which is a legislative requirement of both the Local Government: Municipal Finance Management Act, 56 of 2003 and the Local Government: Municipal Systems Act, 32 of However, it is intended to be much more than part of compliance with legal requirements. This report is hoped to give the colleagues in government, the people of George and all those who live, work and play in our municipal jurisdiction an insight into the Municipality s approach to governance and service delivery. George Municipality serves communities with wide disparities in wealth, standard of living and access to opportunities. As a government closer to the people of George, the Municipality is committed among other things to facilitating poverty alleviation and providing the basic services that are the building blocks to a better standard of living. Clean drinking water, access to sanitation, street lighting, electricity, refuse removal, housing, roads and pavement are fundamental. The structure of this document is in line with existing Annual Report guidelines. This document is divided into chapters which form a logical and sequential whole, namely: Chapter 1 contains a general introduction and background information on the overall Organisational Performance Management philosophy within George Municipality. The following chapters provide reports based on the Five (5) National Key Performance Areas of Local Government in South Africa and are arranged in the following order: Chapter 2 Municipal Transformation and Institutional Development (KPA 1) Chapter 3 Basic Service Delivery Performance highlights (KPA 2) Chapter 4 Municipal Local Economic Development Framework Implementation (KPA 3) Chapter 5 Municipal Financial Viability and Management (KPA 4) Chapter 6 Good Governance and Public Participation (KPA 5) Chapter 7 Overall Annual Performance 2010/2011 per Directorate 28

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