PIMSS

Mr Tshediso Mokatsane Updated

Mr. Tshidiso Mokatsane
Manager PIMSS

Download the Tabling of the review IDP Final Document print 2012-16.....Read More

 

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Download the Tabling of the review IDP Framework 2011-12 Draft (jpg:261KB).......Read More

 

Download the Tabling of the review IDP Review Document 2010-11 Draft (jpg:8.43 MB).....Read More

 

Download the Tabling of the review IDP Framework 2010-11 Draft (jpg:87 KB).....Read More

 

Download the Tabling of the review IDP Process Plan 2010-11 Draft (jpg:87 KB)......Read More

 

Download the Tabling of the review IDP Review 2009 - 2010 Draft (jpg:87 KB)....Read More

 

Download the Intergrated Development Plan for 2007 to 2012 (Pdf:35 MB)....Read More

 

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More to read about Pimms

 

Introduction

 

Performance Management System is intended to assist the Council to improve service delivery by channelling its resources to meet the set performance targets and ensuring that the municipality achieves its strategic objectives as contained in its IDP. Since the appointment of Performance Management System Manager in November 2006, the Municipality is using the system as 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 organization (municipality) annually in terms of indicators and targets for efficiency, effectiveness and impact.

 

Considering that performance management is a fairly new concept within the local government environment, it was deemed appropriate to first prepare the organisation for Performance Management and to promote the culture of performance amongst internal role-players.Therefore, the Executive Mayor manages the development of the performance management system of the Municipality and later 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.

 

Municipal Systems Act, 2000, requires municipalities 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 as contained in its integrated development plan.

 

The Act also requires the municipality 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.

 

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 Performance Management framework of the Municipality reflect the following information.
  • The municipal scorecard which is known as the (Top Layers SDBIP) to outline IDP priorities and objectives.
  • IDP priorities which outline municipal initiatives, programmes, projects and services. In with regard to the above-mentioned information 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, 2001.

 

Legislative Requirements and compliance at Dr. Kenneth Kaunda District Municipality

 

The legislative requirement for the development of Performance Management System includes the Constitution of the Republic of South Africa, The Municipal Systems Act, the Municipal Finance Management Act, Municipal Planning and Performance Management Regulations, the White Paper on Local Government and the Batho Pele principles. However, the main regulatory mechanism for Performance Management System is Chapter 6 of the Municipal Systems Act, (Act 32 of 2000) and the related Municipal Performance Management Regulations and Municipal Finance Management Act.

 

Objectives of Implementing Performance Management System

 

The objectives to implement Performance Management System into Dr. Kenneth Kaunda District municipality are as follows:

 

  • Achieve sustainable improvements in services delivery
  • Open relationship between managers/ supervisors and employees
  • Encourage and reward good performance
  • Manage and improve on poor performance
  • Link the integrated Development Plan team and individuals
  • Enable individuals to develop their abilities and increase job satisfaction and achieve their full potential do that both employees and municipality to benefir

 

Performance management and operations AND OPERATION OF THE SYSTEM MANAGEMENT AND OPERATION OF THE SYSTEM

 

The Executive Mayor managed the development of the performance management system of the Municipality and later 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.

 

Planning at the District Level

 

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 Performance Management System framework.
The municipal strategic scorecard must outline IDP priorities and objectives of the Local Municipalities.
IDP priorities which outline municipal initiatives, programmes, projects, services, key performance indicators, performance targets and budget summaries.
Municipalities within the District 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, 2001.

 

Operations

 

The Operation of the system occurs simultaneously with implementation of the IDPs when performance is measured against the performance targets set.

 

Measurements

 

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, analyzing and evaluating the performance of the organization 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.

 

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

 

Internal auditing provides the following assessment:

 

  • The functionality of the municipality's performance management system.
  • Whether the performance management system complies with the relevant provisions of the Municipal Systems Act, 2000.
  • 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.

 

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 fulfill their functions, performance audit committee is committed to the following:

 

  • 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.

 

Conclusion

 

Council must have a buy-in in the development of a performance management system which will contribute to improving the municipal; performance and enhance service delivery. 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.

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