Absence of appropriate strategy Inappropriate organisational culture It is suggested that the municipality consider a customer care system after performance Management has been implemented, not only to improve service delivery but to obtain and Capture feedback on municipal performance from our customers. The table below provides a clear timeframe for the key milestones for performance management: ACTIVITY INDIVIDUAL ACTIVITY TIMEFRAME STRATEGY Approve IDP and Budget June PLANNING Development of Service Delivery Implementation Plan (SDBIP) July Confirm Portfolio's of Council and Departments Confirm Portfolio's of Managers July Finalisation of Performance Agreement Performance Agreements of Section 57 Managers July MONITOR, MEASURE & REVIEW Monthly Monitoring SDBIP and SDP Monthly Quarterly Review's SDBIP and SDP Bi-annual or Quarterly Reviews September December March Performance Measurements Annual Performance Appraisal Dec - March (After Receipt of AG Report) Reward and Recognition Dec - March (After Receipt of AG Report) REPORTING Quarterly Reports Quarterly Assessment Reports September March Mid-year Assessment to Council Mid-year Assessment Reports Jan Annual Report Annual Performance Report Dec - March (After Receipt of AG Report)
STAKEHOLDERS INVOLVEMENT BENEFITS ADMINISTRATIVE OVERSIGHT Executive Mayor Facilitate the development of a long term Vision regarding IDP Optimum and equitable service delivery. Mayor is responsible for the performance and need to approve the SDBIP and submit the annual performance report to Council Mayoral Committee Provide strategic awareness and manage the development Promotes public awareness and satisfaction. Portfolio Committee Manage the implementation of the strategy. • Review and monitor the implementation Facilitates the process of benchmarking and collaboration with other municipalities. Council Adapt the PMS policy and approve the IDP. • Monitor performance. Provides a mechanism for the implementation and review of PMS and IDP achievement. STAKEHOLDERS INVOLVEMENT BENEFITS OFFICIALS Municipal Manager Ensure the implementation of the IDP and the PMS. • Communicate with the Executive Mayor and Management Team. Clarifies goals, targets and work expectations of the executive management team and other senior managers Management Team Execute performance targets Manage Departmental SDBIP’s and Performance. Facilitates the identification of training and development needs at different levels in the municipality. Line Managers Implement the departmental business / operational plans Monitor employee Performance Town Managers Implementing town SDBIP’s and reporting to ward Facilitate the needs at town level and support required by towns from corporate and
Performance Management Systems Implementation of the Performance Management System Subsequent to the adoption of the performance management system, the municipality should develop an implementation strategy. The strategy will be linked to the municipality’s IDP implementation framework and should include performance management planning, implementation, monitoring and review. Planning for Performance The planning undertaken in the Integrated Development Planning process fulfils the planning stage of performance management. Performance management then translates into the management, monitoring and evaluation of the IDP implementation process. The planning stage entails the setting of priorities and objectives as follows: Setting priorities Priorities are essentially the issues that the municipality pronounces to focus on in the order of importance so as to address the development needs and challenges identified in the municipal area. The priorities may be clustered into the following key performance areas, which represent the broad developmental mandate of local government: Infrastructure and services Social and economic development Institutional transformation Democracy and governance Financial management Some of the priorities may not fit neatly into the key performance areas indicated above. The municipality needs to ensure that theses are also included. Setting objectives The priorities set above, as well as other components of the IDP, including strategies, will be captured as a set of clear and tangible objectives. Concise, unambiguous statements of objectives need to be constructed. The objectives need to be measurable and have clear time frames attached to them. The intention of each objective must be clear and the results desired must be carefully considered. The objectives must be outcome and impact focused and the nature and scope of the change desired must be clear. Well-constructed objectives will facilitate the choice of the most appropriate indicators, which is the next step in the process. Setting Key Performance Indicators (KPI’s) Indicators are a critical dimension in performance management in that they are the measurements that tell whether performance goals and objectives are being met or not. They can be used to translate complex performance concepts into simple, operational, measurable variables and to create a common framework for gathering, measuring and
Performance measurement will include the measurement of: Costs, resources and time used to produce outputs in accordance with the input indicators; The extent to which the municipality’s activities or processes produce outputs in accordance with the output indicators; The total improvement brought by outputs in accordance with outcome indicators. The main purpose of the performance management system is to improve performance by identifying reasons for under performance and designing measures to take corrective action. In the case of Section 57 employees, it can form part of their performance contract in terms of which rewards are calculated. Line managers will be responsible for most measurements. Measurement, assessment and reporting will be central to the management duties of Senior Managers, Managers and Supervisors. Every supervisor and manager must be given adequate training. Following that, they should, at least bi-annually but preferably quarterly, have a performance interview with all staff under their direct supervision to ensure that: The performance plan for each employee aligns with the performance plan for the organization and the IDP; Performance gaps and reasons for those gaps are identified; A consolidated report is submitted relating to improving organizational constraints to performance for consideration by management or in the next revision of the IDP or by Council, as the case may be; Personal performance gaps are identified and that an improvement plan is prepared for each Section identifying corrective measures such as training needs, better control measures, better delegations or other measures to be taken. A copy of the Performance Improvement Plan must be submitted to Human Resources as part of the personal performance management system which should be developed to align with the organizational performance management system. THE RELATIONSHIP BETWEEN ORGANIZATIONAL PERFORMANCE SYSTEM, THE IDP, THE FINANCIAL AND THE PERSONAL PERFORMANCE IS INDICATED IN THE FOLLOWING FIGURE. The Minister for Provincial and Local Government published the Municipal Planning and Performance Management Regulations in 2001. Performance management in his context does not refer to the performance of employees but to the organisation. While the two are related and the MSA does require that senior municipal officials are appointed on performance contracts, there is no legal requirement that a municipality should have a PMS for its employees. Performance Management in Chapter 6 of the MSA refers to the performance management of the municipality as an organization.