be enhanced and supported by the transformation of its staff through empowering skills development and training initiatives. Core Values: Dannhauser municipality core values (CRAFT) are as follows: Commitment: Our Councillors and employees pledge to the serve the community & stakeholders with honesty, dedication and transparecy putting their need first. Responsibility: Our Councillors and Management assume responsibility of municipal owned infrastructure, delivery of basic services to the communities, social & economic development and growth and are willing to take corrective measures to keep the municipality in a strategic path. Accountability: Our Councillors and management will uphold their decisions and actions based good governance principles to the community and all stakeholders. Fairness: Our Councillors and Management will give fair consideration to the interests of the community and stakeholders. Transparency: To ensure that the disclosure of Information is undertaken in a manner that enables the community and stakeholders to be well informed. Strategic Objectives: To keep the municipal workforce well informed To transform the Dannhauser into a performance driven municipality To provide skills development programmes for staff, councillors To ensure that employment equity targets are met To implement a refined organisational structure To ensure effective record management System To facilitate the construction of new offices To facilitate the provision of housing in line with the national and provincial and standards To provide public amenities To ensure safe rural road infrastructure networks To ensure safe urban road infrastructure networks To ensure safe environment through installation of mast lights / street lights To provide educational and recreational services to the community To direct law enforcement, to improve safety and security To create a climate conducive for sustainable economic growth and job creation To eradicate poverty and improve socio economic condition To create an investment profile that will draw and retain investors To review and implement the tourism strategy To develop a comprehensive strategy to empower SMME’s and co-operatives To review and monitor social and labour plans of mining stakeholders ensuring they are aligned to development initiatives of the municipality To ensure progressive compliance with institutional and governance requirements To ensure that IGR structures function effectively within the district
Leadership and Strategic Direction – Leaders must create an atmosphere, which allows for creativity. Management must ensure goals are set and that planning is done. The Dannhauser Municipality strives to live by the Batho Pele principles as stated above. In a near future, the Municipality will develop the Service Delivery Improvement Plan (SDIP) in order to evaluate implementation of the Batho Pele principles and to improve the manner of delivering services to the community members. 2.4 The MFMA requires municipalities to annually adopt a Service Delivery and Budget Implementation Plan (SDBIP), stating the service delivery targets and performance indicators. Whilst approving the annual budget, the municipality should also set measurable performance targets for each revenue source and vote. Municipality should also compile an annual report, which entails a performance report that is compiled as required by section 46 of the Municipal Systems Act. 2.5 The Municipal Systems Act (2000) places the responsibility on the Council to adopt a PMS, while holding The Mayor responsible for the development and management of the system. The Mayor of Dannhauser Municipality delegates the responsibility for the development and management of the PMS to the Municipal Manager. The development of the system is a activity and the Municipal Manager submits the system to The Mayor through the Executive Committee, who in turn forwards it to the full council for approval. The responsibility of implementation and management of the system remains with the Municipal Manager as part of his/her core functions as provided in Section 55(1) of the Municipal Systems Act of 2000. Co-ordination: Co-ordination involves the overall responsibility of and carrying out the function of, and the custodian of Dannhauser Municipality’s performance management system and managing the system on behalf of the Municipal Manager. This is a strategic function which resides in the Office of the Municipal Manager and performed by the IDP/PMS Manager. The co-ordination of the implementation phases of the PMS consists of the following activities: Responsible for the co-ordination of the development and implementation activities of the organisational PMS, through interaction with all relevant stakeholders; Facilitating inputs for the review and further development and refinement of the PMS; Continuously providing technical support to the Municipal Manager with implementation, assessment, review, monitoring and information management; Co-ordination and compiling the annual Section 46 performance report; Implementing the Performance Management System: Having identified the preferred performance model to be the Key Performance Area, and having agreed to measure its
Basic Service Delivery To facilitate the construction of new offices To facilitate the provision of housing in line with the national and provincial norms and standards To provide public amenities To ensure safe rural road infrastructure networks To ensure safe urban road infrastructure networks To ensure safe environment through installation of mast lights / street lights To provide educational and recreational services to the community To direct law enforcement, to improve safety and security. Local Economic Development To Create a climate conducive for sustainable economic Growth and job creation To eradicate poverty and improve socio economic condition To create an Investment Profile that will draw and retain investors To review and implement the tourism strategy To develop a comprehensive strategy to empower SMME’s and co-operatives To review and monitor social and labour of mining stakeholders ensuring they are aligned to development initiatives of the municipality Good Governance & Public Participation To ensure progressive compliance with institutional and governance requirements To ensure that IGR structures function effectively within the District To provide reasonable assurance on the adequacy and effectiveness of internal control systems To ensure compliance with the development, implementation of the waste management plan To ensure compliance with the development and implementation of the disaster management plan To ensure that Council and its committees are functioning effectively To promote youth development within the municipality To Implement (social cohesion) through special programs that empower all individuals within the municipal jurisdiction, regarding arts & culture; Sports & Recreation; HIV & AIDS, Disability, Gender, Women & Children To improve the image of the Municipality To ensure that the Animal Pound By-Law is developed, and enforced within the municipal jurisdiction To ensure functional audit committee To implement and maintain effective enterprise-wide risk management system
Executive Committee and the IDP Steering Committee Provide a leading role in giving strategic direction and developing strategies and policies for the organisation Manage the development of an IDP Approve and adopt indicators and set targets Communicate the plan to other stakeholders Conduct the major reviews of municipal performance, determining where goals had or had not been met, what the causal reasons were and to adopt response strategies Municipal Manager and Head of Departments Assists ExCo in providing strategic direction and developing strategies and policies for organisation Manage the development of the IDP Ensure that the plan is integrated Identify and propose indicators and targets Communicate the plan to other stakeholders Regularly monitor the implementation of the IDP Identify risks early Intervene in performance problems on a daily operational basis Conduct regular reviews of performance Provide performance information Propose response strategies Evaluation Panel Regularly monitor the implementation of the IDP Review municipal performance and annually Audit Committee Performance investigation Performance auditing Audit of municipal performance Communicate directly with the Council, Municipal Manager as well as internal and external auditors
Competence in policy conceptualisation, analysis and implementation Knowledge of more than one functional municipal field / discipline Skills in Mediation Skills in Governance Competence as required by other national line sector departments Exceptional and dynamic creativity to improve the functioning of the municipality Total percentage 100% As guided by the Performance Regulations of 2006, Dannhauser Municipality has established an evaluation to assess the Section 54/56 Managers. The evaluation panel is as per Performance Regulations of 2006. 6.8 Each KPAs and CCRs stated in 4.3 and 4.4 respectively will be provided an indicative rating of not more than 5-points. Each ‘indicative rating’ is defined in the table below: 6.5: Performance Assessment Rating Term Description Rating Percentage Total Score Percentage Performance Bonus Level 5: Outstanding performance >150% Performance far exceeds the standard expected of a member at this The appraisal indicates that the jobholder has achieved exceptional results against all performance criteria and indicators and maintained this in all areas of responsibility throughout the year. 5 166% - 167% 14% 161% - 165% 13% 156% - 160% 12% 151% - 155% 11% 150% 10% Level 4: Performance significantly above expectations >130% Performance is significantly higher than the standard expected in the job. The appraisal indicates that the member has achieved better than fully effective results against more than half of the performance criteria and indicators and fully achieved all others throughout the year. 4 146% - 149% 9% 140% - 145% 8% 136% - 139% 7% 131% - 135% 6% 130% 5% EVALUATION