2 INTRODUCTION The Municipal Systems Act, 2000, which requires a municipality to establish a performance management system that is: Commensurate with its resources; Best suited to its circumstances; and In line with the priorities, indicators and targets contained in its integrated development plan. The municipality is also required by the Act to: Promote a culture of performance among its political structures, political office bearers and councillors and in its administration; and Administer its affairs in an economical, effective, efficient and accountable manner. The Municipal Planning and Performance Management Regulations, 2001, further instructs a municipality to ensure that its performance management system: Complies with the requirements of the Act. Demonstrates how the system will operate and be managed from the planning stage up to the stages of performance and reporting. Clarifies the roles and responsibilities of each role player, including the local community, in the functioning of the system. Determines the frequency of reporting and the lines of accountability for performance. Relates to the municipality's employee performance management processes. Provides for the procedure by which the system is linked to the municipality's integrated development planning processes. Is adopted before or at the same time as the commencement of by the municipality of the process of setting key performance indicators and targets in accordance with its integrated development plan. The implementation of a performance management system framework should allow the municipality to collect, process, organise, analyse, audit, reflect and report on performance information. It should also allow the municipality to take practical steps to improve its performance. MANAGEMENT AND OPERATION OF THE SYSTEM The Executive Mayor manages the development of the performance management system. The system is submitted to the municipal council for adoption and the Executive Mayor assigns the management responsibility of the system to the municipal manager in terms of section 39 of the Municipal Systems Act, 2000.
3 PLANNING During the planning phase of the IDP, either at the beginning of the term of council or during the beginning of the IDP annual review, the municipal council will, as prescribed in its IDP process plan, adopt: The PMS framework. The municipal strategic balanced scorecard which outline IDP priorities and objectives. IDP priorities balanced scorecards which outline municipal initiatives, programmes, projects, services, key performance indicators, performance targets and budget summaries. The municipality must involve the community in the development of the performance management system, setting of KPIs and performance targets in accordance with section 9 and15 of the Local Government: Municipal Planning and Performance Management Regulations, OPERATION The Operation of the system occurs simultaneously with implementation of the IDPs when performance is measured against the performance targets set. MEASUREMENT Measurement occurs when value is ascribed to costs, resources and time used to produce output using input indicators. It indicates the extent to which municipalities' activities and processes produced outputs in accordance with the identified output indicators. It measures the total improvement brought about by outputs in accordance with outcome indicators. MONITORING Monitoring is a continuous process of measuring, assessing, analysing and evaluating the performance of the organisation and departments with regard to KPIs and targets. Mechanisms, systems and processes for monitoring should provide for reporting at least twice per annum to the municipal council and the community, it should enable detection of early indication of underperformance and provide for corrective measures. REVIEW Review includes assessment of the system itself, the framework, targets, performance targets of departments and performance measurement of employees. It identifies the strengths, weaknesses, opportunities and threats of the municipality in meeting key performance indicators, performance targets and general key performance indicators. It also measures the economy, efficiency, effectiveness in the utilization of resources and impact in so far as performance indicators and targets set by the municipality are concerned. Performance improvement and adjustment is based on review. The municipality should ensure that the community participates in review. Items in the review column in pages 7-9 indicate some key activities and outputs of the review phase.
4 PERFORMANCE AUDITING The Municipal Planning and Performance Management Regulations, 2001, requires municipalities to develop and implement mechanisms, systems and processes for auditing the results of performance measurements as part of its internal auditing processes. This is meant to ensure that performance information collected by the municipality is verifiable, reliable and correct. INTERNAL AUDIT The Regulations provides that the internal audit function. Internal auditing must include assessment of the following: The functionality of the municipality's performance management system. Whether the performance management system complies with the relevant provisions of the Municipal Systems Act, The extent to which the municipality's performance measurements are reliable in measuring performance. On a continuous basis, audit the performance measurements of the municipality. Submit quarterly reports on their audits to the municipal manager and the Performance Audit Committee. PERFORMANCE AUDIT COMMITTEE The Regulations further provides for the creation of a Performance Audit Committee: The municipality must annually appoint and budget for a performance audit committee of at least three members, the majority of which cannot be a councillor or an official of the municipality. Any external member of the committee may be remunerated in line with tariffs determined by the South African Institute of Chartered Accountants. A municipality must provide secretariat services for its audit committee. The Performance Audit Committee must meet at twice during the financial year, but a special meeting may be called by any member of the committee. The roles and responsibilities of the Performance Audit Committee are the following: Review the quarterly reports submitted to it by the internal-audit unit Review the municipality's performance management system and make recommendations in this regard to the council of that municipality In its review of the system, focus on economy, efficiency, effectiveness and impact of the KPIs and targets set. Submit an audit report to the municipal council twice during a financial year, In order to fulfil their functions, a performance audit committee may: Communicate directly with the Council, Municipal Manager or the internal auditors of the municipality. Access any municipal records containing information that is needed to perform its duties or exercise its powers; Request any relevant person to attend any of its meetings, and if necessary to provide information needed by the committee. Investigate any matter it deems necessary for the performance of its duties and the exercise of its powers.
5 The composition of the audit committee should ensure that the following competencies are sufficiently catered for within the group: Expertise in performance management Expertise in finances An understanding of development planning. Credibility within all communities and organs of civil society within the municipality It is proposed that the performance audit committee should be comprised of seven members, two of whom should be councillors and one from the municipal administration. The other four members of the audit committee should be external to the municipal organisations and one must be an expert in performance management. MEASURING OUTCOMES Determining the overall municipal achievement of municipal performance the following surveys should be conducted: A community satisfaction survey. An employee satisfaction survey. It is recommended that the office responsible for IDP and PMS be tasked with managing the conducting of these surveys. REVIEW A performance review, in which a comprehensive evaluation of the municipal performance will be conducted, takes place in August each year after all performance information has been audited. In this process the municipality carefully analyses its performance in order to understand why it has performed well or badly during the financial year. The analysis is intended to analyse trends in performance over time and in all political and administrative structures of the municipality. The municipality can use a number of tools such as SWOT analysis in diagnosing its performance trends. The results of the review process will be used to develop measures to improve performance and inform the planning stage of the following year's balanced scorecards and annual programme. Measures to improve performance and the new municipal strategic scorecard are part of the annual report required in terms of section 46 of the Municipal Systems Act. REPORTING LINES AND FREQUENCY OF REPORTING Heads of Departments report to the Municipal Manager while the Municipal Manager report to the Executive Mayor on a monthly basis at the end of each month. The reports must reflect on the key performance indicators and performance targets of departmental programmes. The reasons for under performance must be clearly spelt out.
6 These reports are tabled at a Directors meeting whereafter the minutes of such meetings be submitted to the Mayoral Committee. The Municipal Manager will compile and submit quarterly organizational performance reports to the Executive Mayor. Copies of these reports are made available to the internal audit unit which make comments and report to the Municipal Manager. Council receives performance reports from the Executive Mayor at least twice per annum. The reports should have been audited internally by the internal audit unit and by the Performance Audit Committee. The Performance Audit Committee is also empowered by legislation to report directly to Council. Council reports twice per annum to the community through mechanisms determined by it through its community participation and communication policy. Council also reports annually to the Office of the Auditor General and the MEC responsible for local government in the province. The MEC consolidates all municipal annual reports in the province and reports to the Minister responsible for Provincial and Local Government who in turn will present a report on the state of local government to the national assembly. A key feature of the minister's report will be the performance of the municipalities on the objectives prescribed by the General Key Performance Indicators in the Planning and Performance Management Regulations, 2001 A municipality is required to review its key performance indicators annually as part of their performance review process. Additionally, whenever the municipality amends its integrated development plan, it must also review its KPIs and targets that will be affected by such an amendment. The annual review is informed by the results of reports which are audited by the internal audit unit, the Performance Audit Committee and all the measures that were taken during the year to improve performance and whether or not they have had any impact. The annual review process informs the annual report that must be submitted to the Office of the Auditor General and also inform the planning stage of the following cycle. ROLES OF STAKEHOLDERS The municipality must establish conditions for the participation of all stakeholders as legislated in the Municipal Systems Act of 2000 and the Municipal Planning and Performance Management Regulations of The roles of the various stakeholders are captured by the table on the following pages:
7 ROLES AND RESPONSIBILITIES OF STAKEHOLDERS IN THE OPERATION AND MANAGEMENT OF THE PERFORMANCE MANAGEMENT SYSTEM 1. Municipal Council's political oversight roles and responsibilities. Planning Monitoring Review Reporting Performance Audit 1. Adopts priorities and objectives of the Integrated Development Plan. 2. Adopts the PMS framework. 3. Adopts the municipal strategic scorecard that includes key performance indicators and performance targets. 4. Assigns the responsibility for the management of the PMS to the Executive Mayor. 1. Approves the annual review programme of the IDP, including the review of key performance indicators and performance targets. 2. Approves the annual improvement measures of the municipality as part of the new municipal strategic scorecard. 3. Approves any changes to the priorities, objectives, key performance indicators and performance targets of the municipality. 1. Receives externally audited performance reports from the Executive Mayor twice a year. 2. Reports the municipality performance to the community twice a year. 3. Approves recommendations for the improvement of the performance management system. 4. Annually receives the appraisal of the Municipal Manager and Directors performance. 5. Submits the municipal annual report to the Auditor General and the MEC. 1. Approves the municipal annual audit plan and any substantial changes to it. 2. Can receive performance reports directly from the Performance Audit Committee. 3. Approves the implementation of the r e c o m m e n d a t i o n s o f t h e Performance Audit Committee with regard to both improvement in the performance of the municipality or improvement of the performance management system itself. 4. Receives performance audit report from the Auditor General and approves implementation of its recommendations
8 2. Roles and responsibilities of the Executive Mayor. Planning Monitoring Review Reporting Performance Audit 1. Submits priorities and objectives of the Integrated Development Plan to Council for approval. 2. Submits the PMS framework for approval. 3. Submits the municipal strategic scorecard that includes key performance indicators and performance targets for approval. 4. Approves Departmental scorecards a n d d e p a r t m e n t a l a n n u a l programmes. 5. Enters into a performance agreement with the Municipal manager on behalf of Council. 6. Assigns the responsibility for the management of the PMS to the Municipal Manager. 1. Proposes to Council, the annual review programme of the IDP, including the review of key performance indicators and performance targets. 2. Proposes the annual performance improvement measures of the municipality as part of the new municipal strategic scorecard. 3. Proposes changes to the priorities, objectives, key performance indicators and performance targets of the municipality. 4. Quarterly evaluates the performance of the municipality against adopted KPIs and targets. 5. Quarterly reviews the performance of departments to improve the e c o n o m y, e f f i c i e n c y a n d effectiveness of the municipality. 6. Quarterly and annually evaluates the performance of the Municipal Manager. 1. Receives performance reports quarterly from the internal auditor. 2. Receives performance reports twice a year from the Performance Audit Committee. 3. Receives quarterly reports from the Municipal Manager on the performance of Directors and the rest of the staff. 4. Reports to Council on the performance of the municipality twice a year. 5. Reports to Council on the r e c o m m e n d a t i o n s f o r t h e improvement of the performance management system. 6. Annually reports on the performance of the Municipal Manager and Directors 1. Submits the municipal annual audit plan and any substantial changes to it to Council for approval. 2. Approves the implementation of the recommendations of the internal auditor with regard to both improvement in the performance of the municipality or improvement of the performance management system itself. 3. Receives performance audit report from the Auditor General and makes recommendations to Council
9 3. Roles and responsibilities of the Municipal Manager. Planning Implementation Monitoring Review Reporting Performance Audit 1. Coordinates the process of needs identification and prioritization among a l l s t a k e h o l d e r s, including community structures. 2. C o o r d i n a t e s t h e formulation and revision of the PMS framework. 3. C o o r d i n a t e s t h e formulation and revision of the municipal strategic scorecard that includes k e y p e r f o r m a n c e i n d i c a t o r s a n d performance targets. 4. Leads the process of the formulation and revision of the Departmental s c o r e c a r d s a n d departmental annual programmes. 5. E n t e r s i n t o a performance agreement with Directors on behalf of Council. 1. Manages the overall implementation of the IDP. 2. Ensures that all role players implement the provisions of the PMS framework. 3. E n s u r e s t h a t t h e Departmental scorecards and d e p a r t m e n t a l a n n u a l programmes serve the strategic scorecard of the municipality. 4. Ens ures that annual programmes are implemented according to the targets and timeframes agreed to. 5. Implements performance improvement measures approved by the Executive Mayor and the Council. 6. Ensures that performance objectives in the Directors' performance agreements are achieved. 1. Formulation of the annual review programme of the IDP, including the review of key performance indicators and performance targets for the consideration of Council Committees and the Executive Mayor. 2. Formulation of the annual performance improvement measures of the municipality as part of the new municipal strategic scorecard. 3. Quarterly reviews the performance of departments to improve the economy, efficiency and effectiveness of the municipality. 4. Quarterly and annually evaluates the performance of Directors. 1. Receives performance reports quarterly from the internal auditor. 2. Receives performance reports twice a year from the Performance Audit Committee. 3. R e c e i v e s m o n t h l y departmental performance reports. 4. Reports once in two months to council committees and the Executive Mayor on the p e r f o r m a n c e o f Departments. 5. R e p o r t s o n t h e i m p l e m e n t a t i o n o f improvement measures adopted by Executive Mayor and Council. 6. Annually reports on the performance of Directors. 7. Submit the municipal annual report to the Executive Mayor 1. Formulates the municipal annual audit plan. 2. Formulates a response to the recommendations of the internal auditor and the P e r f o r m a n c e A u d i t Committee. 3. Formulates a response to performance audit report of the Auditor General and makes recommendations to the Executive Mayor
10 4. Roles and responsibilities of Heads of Departments Planning Implementation Monitoring Review Reporting Performance Audit 1. Participates in the formulation and revision of the municipal strategic scorecard that includes k e y p e r f o r m a n c e i n d i c a t o r s a n d performance targets in c o n s u l t a t i o n w i t h relevant Portfolio Holder 2. Develop departmental scorecard. 3. Develop departmental annual plans. 4. M a n a g e s t h e s u b o r d i n a t e s ' performance 5. E n t e r s i n t o a performance agreement with the Municipal Manager. 1. Manages the implementation o f t h e D e p artmental scorecard. 2. Ensures that annual programmes are implemented according to the targets and timeframes agreed to. 3. Implements performance improvement measures approved by the Executive Mayor and the Council. 4. Manages the implementation of subordinates' performance measurement system. 5. Ensures that performance objectives in the performance agreements are achieved. 1. Participates in the formulation of the annual review programme of the IDP, including the review of key performance indicators and performance targets for the consideration of Council Committees and the Executive Mayor. 2. Quarterly reviews the p e r f o r m a nce of t h e department to improve the economy, efficiency and effectiveness of the municipality. 3. Quarterly and annually evaluates the performance of the department. 1. S u b m i t m o n t h l y departmental performance reports. 2. Reports on the i m p l e m e n t a t i o n o f improvement measures adopted by the Executive Mayor and Council. 3. Annually reports on the performance of the department. 1. Participates in the formulation of the response to the recommendations of the internal auditor and the P e r f o r m a n c e A u d i t Committee. 2. Participates in the formulation of the response to performance audit report of the Auditor General and makes recommendations to the Executive Mayor.
11 5. Roles and responsibilities of staff Planning Implementation Monitoring 1. Participates in the development of the departmental scorecard and annual plan. 2. Participates in the development of t h e i r o w n p e r f o r m a n c e measurement. Review 1. Executes individual work plans. 1. Participates in the review of departmental plans. 2. Participates in the review of own performance. Reporting 1. Reports to line manager. 6. Roles and responsibilities of the internal audit committee (Directors + Internal Auditor) Planning Monitoring 1. Participates in the formulation of the annual audit plan. Review 1. Measures the performance of departments according to KPIs and performance targets set in the municipal scorecard and departmental scorecards. 2. Assess the functionality of the PMS. 3. Ensures that the system complies with the Act. 4. Audit the performance measures in the municipal scorecard and departmental scorecards. Reporting 1. Submit quarterly reports to the Municipal Manager. 2. Submit quarterly reports to the Performance Audit Committee. 7. Roles and responsibilities of the Performance Audit Committee Planning Monitoring Participates in the formulation of the annual audit plan. Review Review quarterly reports from the internal audit committee. Reporting Reports twice a year to the municipal Council. 8. Roles and responsibilities of Ward Committees Planning Monitoring Review Participates in the review of KPIs and targets. Reporting Receives reports from Council twice in a year.
12 REPORT PREPARATION Performance Audit Committee Council Committee Council for Adoption REPORT PURPOSE OF REPORT INTERNAL AUDIT DIVISION HOD S REPORT TO MM 1 st Report 1. Review KPIs End of August End of September Mid October Mid October End October 2. Audit Performance Measurement 3. Report on Adjustments made on the basis of Previous Report 2 nd Report 1. Review KPIs End December End December Early January Mid January End January 2. Review Functionality of PMS 3. Verify Compliance with the Act 4. Examine Reliability of Performance Measurement on Indicators 5. Report on Adjustment made on the basis of previous reports 3 rd Report 1. Review KPIs 2. Audit Performance Measurement 3. Report on Adjustments made on the basis of Previous Report End March End March Early April Mid April End April 4 th Report 1. Review KPIs End June End June Early July Mid July End July 2. Review Functionality of PMS 3. Verify PMS compliance with the Act 4. Examine Reliability of Performance Measurement on Indicators 5. Report on adjustment made on the basis of previous reports
13 Reporting, its Frequency and Lines of Accountability Components of Report Preparation Performance Audit Committee Tabled in Council Tabling in Council Council Adoption After Adoption of Report by Council Copies Available Copies Submitted 1. Quarterly Reports 2. Performance reports of the municipality and any service provider during that financial year and also in comparison of targets of and with performance during the previous year 3. Development priorities of the Municipality and Service priorities and per- formance targets set for the municipality for the fol- lowing year Municipal Manager assisted by Directors and Internal Audit (May/June) July One month after report is received from External Audit (August) * Prior notice is given to media/ local community (14 days before) * Written notice of intention to Auditor General/MEC * Representations of Auditor General/ MEC attend and allowed to speak 14 Days after report was tabled (August) * Community * Interested organisations * Media (September) * MEC (Local Government) * Auditor General * Minister (local Government and Provincial Affairs) (September) 4. Measures that were and are to be taken to improve per- formance Annual Composite Report Programme
14 Structure Key Responsibilities When to be set-up Systems When should systems be in place? IDPs Representative Forum 1. To consider the KPIs and Targets, 2. Participate in the Development of PMS 3. Report to stakeholders 4. Make input to Council processes Internal Audit Section 1. Reviews Functionality/KPI/Targets 1. Assesses Compliance with Act 2. Evaluates Reliability of Targets 3. On a continuous basis measure 4.1 cost, resources, time to produce outputs in accordance with inputs 4.2 extent to which activities and processes produced output in accordance with output indicators 4.3 total improvement brought by outputs 4. Detect early indications of underperformance 5. Submit Quarterly Report to MM/Performance Audit Committee 1. Chairing of meetings 2. Calendar of Meetings 3. Recording of Proceedings 1. Guidelines to be developed by MM and approved by Council 2. Reporting Format 3. System for Reporting Performance Audit Committee (External) 1. Reviews Quarterly Reports 2. Reviews the Municipality s performance management system and make recommendations in this regard 3. Submits report twice per annum to Council 4. Identifies SWOT of the Municipality in meeting the KPI and targets set by Municipality 5. Evaluates community participation 1. Procedure and Guidelines to be developed by Performance Audit Committee in consultation with Council. 2. Reporting Format 3. System for reporting 4. Develops code of conduct for members of the Performance Audit Committee Executing Management Committee 1. Receives audited reports from MM 2. Communicate reports findings to employees 3. Plans in terms of the audit report Structures to be set-up for reporting on PMS 1. Reporting Format 2. System for Reporting
15 STRUCTURE COMPOSITION IDPs Representative Forum 1. All community based organisations in the municipality 2. Different interest groups 3. Women/Youth Groups 4. Ward Committees Representatives Internal Audit Section 1. Internal Audit Office Performance Audit Committee 1. Financial Expert 2. Support Staff that liaise with departments on PMS 2. Technical Expert 3. Head of PMS in Council 2. 2 X Councillors Executive Management Committee 1 Municipal Manager 2. Director of Finance 3. Director of Community Services 4. Director of Administration Composition of Structures 5. Director of Technical Services
16 INTEGRATING IDP PRIORITIES, OBJECTIVES, PERFORMANCE MANAGEMENT AND THE BUDGET. Components There are 7 components to the integration of IDP priorities, objectives, performance management and the budget. Vision Council determines the vision of the municipality, the ultimate outcome desired from all its strategic efforts. IDP Priorities and objectives IDP priorities and objectives are also determined by Council. Council is guided by the Constitutional mandate of local government, objectives determined by the Minister through General KPIs and community needs. Perspectives With an emphasis on "balanced'', the Scorecard uses four perspectives to answer critical service delivery questions. This provides the balance that successful organisations seek in measuring performance. o The Customer Perspective - Serve the Customer. This perspective deals with the needs of the customer. The municipality must know if the organisation is meeting community needs. The municipality must determine the answer to the question: Is the organization delivering the services communities or its customers want? o The internal process perspective - Run the Business. The municipality needs to focus on those critical operations that enable them to satisfy citizens. The municipality must answer the question: Can the organisation improve upon a service by changing the way a service is delivered? o The financial perspective - Manage Resource. The municipality must focus on how to meet service needs in an efficient manner. The municipality must answer the question: Is the service delivered at a good price? o The learning and growth perspective - Develop Employees. The organization's ability to improve and meet citizen demands ties directly to the employees' ability to meet those demands. The municipality must answer the question: Is the organisation maintaining technology and employee training for continuous improvement?
17 IDP Objectives Based on IDP priorities, the municipality chooses objectives for its strategic scorecard. Each objective is broadly defined so that it provides the context for what the municipality is to achieve. The relationship between IDP priorities, the four balanced perspectives constitute the blueprint for every department, service provider and individual employee activity. Linkage IDP objectives are linked in a cause and effect relationship. Ideally, if the municipality provides employees with the training necessary to promote Learning and Growth, then we should be able to Deliver Competitive Services. This will affect the municipality's ability to enhance Customer Service, which should ultimately Improve Existing Services and Extend New Services. Measures and targets For each of the IDP objectives, there are a set of strategic measures and targets. Relationships The elements of the total strategy relate to each other in this order: IDP Priorities (5 years) IDP Objectives (Reviewed annually) Strategic Balanced Scorecard IDP Priority balanced scorecard or Strategic Focus Area Plan Departmental or service provider balanced scorecard Division/Unit Balanced Scorecard (If necessary) Individual work plan Organisational strategy The strategic planning process begins with an examination of the municipality's vision, mandate. IDP priorities and objectives. It ends with a plan that translates these concepts into actions that align organisational philosophy. Strategy is an integral component part of the overall management philosophy and the development of a strategic plan. It translates mission into actions and action into outcomes. Developing an organisational strategy means making choices and decisions. Defining strategy means addressing needs that will help achieve the desired future for communities and the organisation. To this end, the municipality has defined six priorities: Municipal services, Social and Economic Development, Institutional Viability, Financial Viability, Good Governance ad a Safe and Healthy Environment. The priorities are stable over the term of office of the Council and objectives and initiatives that the organisation undertakes to respond to each of the priorities change with each annual IDP review to respond to new challenges and demands. The IDP priority balanced scorecard consists of all the IDP objectives relevant to the IDP priority, all the municipal initiatives, programmes or projects under the objective, Measures and targets, and concludes with the summary of the budget for the priority.
18 Departmental or Service provider balanced scorecard Each department and service provider that has a service level agreement with the municipality also has a balanced scorecard that clearly shows its contribution to the IDP priority balanced scorecard. Division balanced scorecards and individual workplans If necessary, division or unit balanced scorecards can also be developed or individual work plans can be developed directly from departmental scorecards.
19 DIAGRAMATIC REPRESENTATION OF THE LINK BETWEEN THE IDP, PMS AND THE BUDGET IDP LONG TERM VISION OF THE MUNICIPALITY MUNICIPAL STRATEGIC BALANCED SCORECARD The municipal strategic scorecard reflects municipal priorities over a period of five years and objectives that can be reviewed annually. Priorities and objectives are informed by the needs of the community, municipal powers and functions, the constitutional mandate of local government and legislation. Priorities and objectives are linked in a balanced scorecard reflecting four perspectives of the customer, internal business process, financial and innovation, learning and growth. PMS IDP PRIORITIES BALANCED SCORECARD The IDP priorities balanced scorecard reflects a scorecard for each IDP priority and related objectives, a policy statement of what council wants to achieve though the objectives in the short and medium term, initiatives, programmes and projects for each objective, key performance indicators, performance targets and programme budget summaries. ANNUAL DEPARTMENTAL PROGRAMMES Departmental initiatives, programmes and projects that are going to be undertaken by each department, key business unit and service providers that have a service level agreement with the municipality. Each initiative, programme and project will have its own budget, time frames for implementation, key performance indicators and performance targets BUDGET THREE YEAR BUDGET PROJECTIONS Reflects what council is likely to receive as revenue in the next three years and spending patterns for each of its IDP Priorities. ANNUAL BUDGET A detailed reflection of how the council will spend on each initiative, programme and project of each departmental annual programme.
20 CONCLUSION The proposed performance management framework is aimed at guiding Council in the development of a performance management system which will contribute to improving the municipal; performance and enhance service delivery. The framework is drafted to provide details which describes and represents how the municipality's cycle and processes of performance planning, monitoring, measurement, review, reporting and improvement will be conducted, organized and managed, including determining the roles of the different role players. The framework goes further to outline how Council proposes to reward and deal with poor performance. The process of implementing a performance management system must be seen as a learning process, where we are continuously improving the way the system works to fulfil the objectives of the system and address the emerging challenges from a constantly changing environment.
STLM Performance Management System Framework 1 STEVE TSHWETE LOCAL MUNICIPALITY PERFORMANCE MANAGEMENT SYSTEM FRAMEWORK 2015-16 REVIEW STLM Performance Management System Framework 2 Contents CHAPTER 1...
1. Introduction The Department of Provincial and Local Government (DPLG) defined performance management as a strategic approach to management, which equips leaders, managers, employees and stakeholders
(24 August 2001 to date) LOCAL GOVERNMENT: MUNICIPAL SYSTEMS ACT 32 OF 2000 (Gazette No. 21776, Notice No. 1187, dated 20 November 2000. Commencement date: 1 March 2001 unless otherwise indicated) [Proc.
Performance management system Chapter 6 Introduction The Performance Management System (PMS) is one of the mechanisms through which the City aims to improve organisational and individual performance to
. CAPE WINELANDS DISTRICT MUNICIPALITY. PERFORMANCE MANAGEMENT SYSTEM A POLICY and FRAMEWORK GUIDE Document review and approval Revision history Version Author Date reviewed 1 2 3 4 5 This document has
INDIVIDUAL PERFORMANCE MANAGEMENT POLICY For Section 57 and Non-section 57 Senior Management of Ethekwini Municipality Performance Monitoring and Evaluation (PME) Office of the City Manager TABLE OF CONTENTS
ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM Page 273 of 392 PERFORMANCE MANAGEMENT SYSTEM The Management System draws together the information and analysis required at all levels to monitor and evaluate
Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the organisation. (Peter Drucker as noted by the Business
Principles for the audit committee s role in performance management The information contained in this guidance paper is provided for discussion purposes. As such, it is intended to provide the reader and
Performance management CHAPTER The Performance Management System (PMS) is one of the mechanisms through which the City aims to improve organisational and individual performance to enhance service delivery.
Performance Management System A POLICY FRAMEWORK GUIDE Of all the decisions an executive makes, none is as important as the decisions about people, because they determine the performance capacity of the
INTRODUCTION One of the hallmarks of a transforming and accountable city that is committed to improving quality of life for its citizens, is the successful application of its performance management system.
POLICY AND PROCEDURAL FRAMEWORK FOR THE IMPLEMENTATION OF ORGANIZATIONAL PERFORMANCE MANAGEMENT The UGU District Municipality has an adopted OPMS policy and procedural framework which was approved by Council
1 Performance Management System Framework Organisational Performance June 2008 (adopted by council on the 27 th June 2008) 1 2 Contents No Details Page No. PART 1 1 Executive Summary 3 2 List of Acronyms
CHAPTER 1 GENERAL INTRODUCTION 24 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
City of Johannesburg ANNEXURE 2 Group Performance Management Framework August 2009 Table of Contents 1 INTRODUCTION... 4 2 LEGISLATIVE FRAMEWORK... 6 3 GROUP PERFORMANCE MANAGEMENT FRAMEWORK OBJECTIVES...
2012 PERFORMANCE MANAGEMENT (PMS) POLICY FRAMEWORK OKHAHLAMBA LOCAL MUNICIPALITY This document outlines the details of the management policy framework for the Okhahlamba/ Okhahlamba. Processes to be followed
8. ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM The Municipal Systems Act, enacted in November 2000, requires all municipalities to: Develop a performance management system Set s, monitor and review performance
Saldanha Bay Municipality Performance Management Policy June 2011 (R23/6-11) Table of Contents 1. Introduction 4 1.1 What constitutes performance management? 4 1.2 Purpose of the policy 4 2. Policy and
235 CHAPTER SEVEN PERFORMANCE MANAGEMENT 7.1 INTRODUCTION Integrated development planning enables the achievement of the planning stage of performance management. Performance management then fulfills the
to global standards The city of Joburg is measuring up CHAPTER 10 PERFORMANCE MANAGEMENT YTEM INTRODUCTION Citizens of outh Africa expect that the policy and regulatory changes introduced by government
Department of Provincial and Local Government Performance Management Guide for Municipalities 2001 What gets measured get done If you don t measure results, you can t tell success from failure If you can
ANNEXURE 15 BUDGET MANAGEMENT AND OVERSIGHT POLICY Budgets FINANCE DEPARTMENT City of Cape Town 1 Table of Contents 1. DEFINITIONS AND ABBREVIATIONS 3 2. PROBLEM STATEMENT 4 3. DESIRED OUTCOME 4 4. STRATEGIC
OFFICE OF THE MEC TEL: 033 264 5522 FAX: 033 392 0027 EMAIL: firstname.lastname@example.org PHYSICAL ADDRESS 1 ST FLOOR, FNB HOUSE, REDLANDS ESTATE WEMBLEY, PIETERMARITZBURG, 3201 OFFICE OF THE HEAD OF
The Municipal Infrastructure Grant Programme An Introductory Guide Prepared by Department of Provincial and Local Government March 2004 TABLE OF CONTENTS 1. Introduction... 1 1.2 About this document...
! " # " # $ % &' ( &) * &) $!# * *) +, 2.1 The Purpose of Integrated Development 4 2.2 The Legal Status of the IDP 4 2.3 Timeframe for Completion 4 2.4 The similarity between Integrated Development Planning
Published by the National Treasury Private Bag X115 Pretoria 0001 South Africa Tel: +27 12 315 5948 Fax: +27 12 315 5126 The Framework for Strategic Plans and Annual Performance Plans is also available
THE SOUTH AFRICAN HERITAGE RESOURCES AGENCY MANAGEMENT OF PERFORMANCE INFORMATION POLICY AND PROCEDURES DOCUMENT ACCOUNTABLE SIGNATURE AUTHORISED for implementation SIGNATURE On behalf of Chief Executive
Framework for Managing Programme Performance Information Published by the National Treasury Private Bag X115 Pretoria 0001 South Africa Tel: +27 12 315 5948 Fax: +27 12 315 5126 The Framework for Managing
Framework Programme Performance Information Dr. Annatjie Moore Provincial Performance Management Directorate 12 June 2008 Overview Budget Reform Process Legislative Framework Performance Management and
P 1 PERFORMANCE MANAGEMENT SYSTEM - IMPLEMENTATION POLICY OCTOBER 2008 PREPARED AND SUBMITTED BY: PRO-ACTIVE MANAGEMENT SERVICES P O BOX 73947 FAIRLAND JOHANNESBURG 2030 TEL: 011 476-5684 FAX: 011 507-5214
Inclusive of, framework, procedures and methodology Contents 1 Introduction 1 1.1 Legislative Framework and best practice 1 1.2 Purpose of Enterprise Risk Management 2 1.3 Scope and Applicability 3 1.4
Section hr 08 Amahlathi Municipality PERFORMANCE MANAGEMENT SYSTEM FOR STAFF MEMBERS 1 SECTION HR 08 PERFORMANCE MANAGEMENT SYSTEM FOR STAFF MEMBERS INDEX PAGE 1. Introduction 3 2. Performance Management
I 4 / 001 OVERSTRAND MUNICIPALITY INFORMATION COMMUNICATION TECHNOLOGY (ICT) STEERING COMMITEE CHARTER Amendment 1 (Version 2, dated: 20 February 2012) I 4 / 002 Approved by Council 1. TABLE OF CONTENTS
Chapter 3 KEY PERFORMANCE INFORMATION CONCEPTS Performance information needs to be structured to demonstrate clearly how government uses available resources to deliver on its mandate. 3.1 Inputs, activities,
LIMPOPO PROVINCIAL GOVERNEMNT Performance Management System (PMS) Information Manual For Employees signing a full Performance Agreement (SMS MEMBERS) April 2004 (2 nd Edition) Compiled: by Simeka Management
Department of Performance Monitoring And Evaluation ANNUAL PERFORMANCE PLAN 2013/2014 1 FOREWORD Minister Collins Chabane Deputy Minister Obed Bapela Guided by the departmental Strategic Plan which was
ANNUAL PERFORMANCE PLAN 2014 2015 DEPARTMENT: PERFORMANCE MONITORING AND EVALUATION Annual Plan 2014/15 FOREWORD Minister Collins Chabane Deputy Minister Obed Bapela The Department of Monitoring and Evaluation
APPLICATION of KING III CORPORATE GOVERNANCE PRINCIPLES 2013 Application of Corporate Governance Principles This table is a useful reference to each of the principles and how, in broad terms, they have
Performance audit report Ministry of Education: Monitoring and supporting school boards of trustees Office of the Auditor-General Private Box 3928, Wellington 6140 Telephone: (04) 917 1500 Facsimile: (04)
SOL PLAATJE LOCAL MUNICIPALITY LONG TERM FINANCIAL PLANNING POLICY 1 P a g e TABLE OF CONTENTS TABLE OF CONTENTS... A 1. INTRODUCTION...1 2. PURPOSE OF THIS DOCUMENT...1 3. DEFINITIONS... 2 4. OBJECTIVES...
Annexure B:, Budgeting Programme The following are key activities that need take place in more detail than Time frame Nature Period referred Start Finish 2012/09/01 /08/31 /or September /09/01 /09/26 August
Logan City Council Strategic Planning and Performance Management Framework 1 Table of contents 1. Overview 3 a) Purpose 3 b) Key Features 3 2. Context 4 a) National Framework for Sustainability 4 b) Elements
Thailand Performance Management 1. Introduction Structure of the Administration (political and administrative system) Since the declaration of the first constitution in 1932, the politics and government
ANNUAL CONFERENCE:EFFECTIVE PERFORMANCE MANAGEMENT SYSTEMS IN THE LOCAL GOVERNMENT B2B Ms Paledi Marota (SCAR Chairperson) WHAT IS PERFORMANCE MANAGEMENT? Refers to a process of planning, monitoring, and
Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1
Minister s Response to the School Review Process Study Report and Recommendations April 2014 Index Introduction 1 Response to the Recommendations 3 Appendix A: Overview of the New School Review Process
SUN LIFE FINANCIAL INC. CHARTER OF THE BOARD OF DIRECTORS This Charter sets out: 1. The duties and responsibilities of the Board of Directors (the Board ); 2. The position description for Directors; 3.
Civic Administration By-law A-44 Consolidated June 11, 2013 This by-law is printed under and by authority of the Council of the City of London, Ontario, Canada Disclaimer: The following consolidation is
COMPTROLLER OF ACCOUNTS Ministry of Finance Government of the Republic of Trinidad Tobago Internal Audit Manual Prepared by the Financial Management Branch, Treasury Division, Ministry of Finance TABLE
May 2014 Document History and Version Control Document History Document Title: Board Charter Document Type: Charter Owner: Board [Company Secretary] Description of content: Corporate Governance practices
Curriculum Vitae Surname Name Botto Vincent James Address (Permanent Home) Telephone Number: Email address Personal Details Sex Nationality Male South African Date of Birth Languages English & Afrikaans
Appendix C Accountant in Bankruptcy Annual report on the 2013/14 audit Prepared for Accountant in Bankruptcy and the Auditor General for Scotland 6 August 2014 Audit Scotland is a statutory body set up
Page 1 of 7 A. GENERAL 1. PURPOSE The purpose of the Audit Committee (the Committee ) of the Board of Directors (the Board ) of Teck Resources Limited ( the Corporation ) is to provide an open avenue of
The Presidency Department of Performance Monitoring and Evaluation DEPARTMENT OF PERFORMANCE MONITORING AND EVALUATION IN THE PRESIDENCY Version: 060112 Date of presentation: 17 January 2012 Establishment
PUBLIC FINANCE MANAGEMENT ACT NO. 1 OF 1999 as amended by Public Finance Management Amendment Act, No. 29 of 1999 ACT To regulate financial management in the national government and provincial governments;
GEMALTO N.V. (THE "COMPANY") 1. Functions of the Board BOARD CHARTER (Amended in March 2015) The Company shall be managed by a one-tier Board, comprising one Executive Board member, i.e. the Chief Executive
VOTE 9 Safety and Security To be appropriated by Vote R16 355 000 Statutory amount Nil Total R16 355 000 Responsible MEC Minister of Safety and Security 1 Administrating department Department of Safety
BUILDING A CROWN CORPORATION DIRECTOR PROFILE Prepared by: Management Priorities and Senior Personnel Secretariat Privy Council Office In collaboration with: Renaud Foster Management Consultants June 2001
Performance Management Date: November 2012 SSBA Background Document Background 3 4 Governance in Saskatchewan Education System 5 Role of School Boards 6 Performance Management Performance Management Overview
DEPARTMENT OF HEALTH Strategic Plan 2014 2018 We focus on improving internal systems and processes in the Vermont Department of Health s Strategic Plan. By successfully implementing the Plan s objectives,
LafargeHolcim Ltd Finance & Audit Committee Charter Review date: July 28, 2015 1. Purpose 1.1 Mission The Finance & Audit Committee ( FAC ) is an expert committee formally appointed by the Board of Directors
Based on Art. 11 of the Statutes, the Foundation Board herewith enacts the following REGULATIONS REGARDING THE ORGANIZATION OF THE FOUNDATION Article 1: Scope The Regulations aim at defining the organizational
Société Française de Réalisation, d'etudes et de Conseil Economics and Public Management Department PRACTICE ADVISORIES FOR INTERNAL AUDIT Tehnical Assistance to the Ministry of Finance for Development
AUDIT AND RISK ASSESSMENT COMMITTEE TERMS OF REFERENCE CONSTITUTION: The Governing Authority has established a Standing Committee of the Governing Authority known as the Audit and Risk Assessment Committee
POSITION DESCRIPTION Job Title: Responsible To: Position Purpose: FINANCIAL ACCOUNTANT Finance and Corporate Services Manger This job exists to: 1) To provide high quality, accurate and timely financial
RHODES UNVERSITY QUALITY ASSURANCE POLICY 1. POLICY PARTICULARS DATE OF APPROVAL BY QUALITY ASSURANCE COMMITTEE: 13 May 2003 DATE OF APPROVAL BY SENATE: 6 June 2003 DATE OF APPROVAL BY COUNCIL: 26 June
Business Plan 2015-2017 safetycodes.ab.ca Table of Contents Introduction 4 Strategic Priorities 5 Organizational Structure 7 Business Plan Goals 8 2015 Financials 13 2015-2017 Business Plan Page 3 Introduction
Corporate Governance Statement The Board of Directors of Sandon Capital Investments Limited (Sandon or the Company) is responsible for the corporate governance of the Company. The Board guides and monitors
Rolls Royce s Corporate Governance ADOPTED BY RESOLUTION OF THE BOARD OF ROLLS ROYCE HOLDINGS PLC ON 16 JANUARY 2015 Contents INTRODUCTION 2 THE BOARD 3 ROLE OF THE BOARD 5 TERMS OF REFERENCE OF THE NOMINATIONS
Purpose of the framework: To explain how we manage in Poole. It applies to all directly managed services of the Council. Introduction: Effective management at the council will: Ensure our goals are prioritised