The MFMA also specifies that the IDP, SDBIP and Performance Agreements be displayed on the Municipality's website and municipal offices. Beyond meeting legislative requirements, Amahlathi Municipality requires a performance management system that will be constituted as the main mechanism to plan performance management, monitoring, review and improvement of the implementation of the municipality's EDP. The functions listed above are not exhaustive, but summarize the intended benefits of the performance management system to be developed and implemented.
Legislation clearly tasks the municipal council and mayor as the owner of the performance management system. A model for performance management is a conceptual framework that provides guidance on which aspects of the municipality's performance should be measured and managed. A good performance management model for a municipality in South Africa will align the processes of performance management with the IDP processes of the municipality.
As mentioned above, Amahlathi Municipality will use the municipal scorecard model as its model for performance management.
The 5 Key Performance Areas (KPAs) of the model The framework for a Municipal Scorecard Model is shown in figure 1 below
Functionality and impact of municipal governance structures (council structures including the offices of the Speaker, and portfolio committees and executive authority).
SDBIP Scorecards
Performance reporting on this portion of the scorecard will be in terms of actual against projections. As such, the SDBIP scorecard is the part of how a HoD's performance will be judged. In addition, the SDBIP scorecard will be cascaded to the departments where it will be audited.
Therefore, each division must have its own implementation plan that contributes to the overall implementation of the SDBIP Scorecard. This will facilitate the process of exposing the departmental indicator custodian to the Municipal Manager's interpretation of the Municipal Vision, objectives and strategies.
The implications of the adoption of the model
Stakeholder Relations, which outlines how the department will improve its relationship with its key stakeholders. Performance in the form of an SDBIP scorecard will be reported monthly to the Management Team (HOD Forum) and the relevant Standing Committee and the EXCO;. Departments in the municipality are formed by units and unit managers, rarely sections and section heads who report to the HOD.
Section planning should be based on the SDBIP scorecard and performance reporting should be included in the SDBIP scorecard report. The municipal manager may occasionally attend SDBIP department performance review meetings.
Scorecard concepts
Criteria for setting good indicators
- Focused and Specific
- Measurable
- Valid and Relevant
- Reliable
- Simple
- Minimise perverse consequences
- Data Availability
Validity is the degree to which an indicator measures what it is intended to measure. It is also important that the entire set of indicators chosen should be contextually relevant to the Amahlathi municipal and South African context. Reliability is the degree to which repeated measures, under exactly the same conditions, will produce the same result.
Selected indicators should ensure that the performance behaviors likely to result from its pursuit are those intended to contribute to the objectives. Good indicators will also rely on data that is or is intended to be available on a regular basis.
Core Local Government Indicators .1 National Indicators
Poorly chosen indicators, while noble in intention, can have perverse consequences in the behavior it encourages. 34;A" represents outstanding service receivables in relation to revenue "B" represents total outstanding service receivables "C" represents annual revenue actually received for services. Although there is no legal requirement to incorporate other local authority performance monitoring indicators used by other areas of government other than those prescribed by the Minister, Amahlathi Municipality will, in addition to indicators prescribed by the Minister, incorporate as far as practicable a core set of local governance indicators used by other spheres of government into its performance management system.
It will ensure that the municipality tracks its performance in line with national priorities, at least those indicators that are valued nationally. It ensures that the municipality has the performance information to participate in the Vuna Awards. It enables benchmarking and comparison with other municipalities that also use the same set of indicators.
The scheme above suggests an approach to incorporate a core set of LG indicators such as those used in the Vuna allocations into a municipal set of indicators. It points out that for local use they should be supplemented with IDP indicators and SDBIP indicators. Other sets of indicators deemed important in each sector, such as the water sector benchmarking indicators, may be included.
There is also a national initiative aimed at establishing a local government M&E system, which aims to include a core set of local government indicators. If these deviate from the Vuna indicators and are available in time, they can be included in the municipality's scorecard.
The Process of Managing Organisational Performance
- Co-ordination
- Performance Planning
- Measurement and Analysis
- Performance Reporting & Reviews Comment [t1]: This is one of the main areas which ADM should revisit
- Departmental Reviews
- Municipal Manager’s Review Panel
- Mayor’s Review Panel
- Performance Audit Committee Reviews
- Council Reviews
- Public Reviews
- Critical dates and timelines
- Auditing and Quality Control
- Quality Control and Co-ordination
- Performance Investigations
- Internal Audit
- Performance Audit Committee
The executive authority in relation to the implementation of this political framework will be the responsibility of the mayor. The Municipal Manager will be responsible for the management and administrative responsibilities relating to the implementation of the performance management system and will be accountable to the Mayor in this regard. As a form of support to the municipal manager, the Strategic Management Sub-Department in the Office of the Municipal Manager will be in charge of coordinating the implementation of the PMS planning, measurement, reporting and review processes.
The Office of the Municipal Manager will develop planning and reporting templates and coordinate their completion, submission and analysis. In preparation for and prior to these reviews, the municipal manager's office should conduct a performance analysis. In preparation for and prior to these reviews, the municipal manager's office should conduct a performance analysis.
Another function related to the audit committee is. audit assurance and framework and system assessment and process assurance. This will be part of the annual report as required by the Public Utilities Act. An annual report in the form of a citizen's report on the performance of the municipality will be submitted to the intergovernmental forum and the forum of representatives of internally displaced persons, established by Amahlathi Municipality.
The Municipal System Act requires the public to be allowed to review the operation of the municipality and to be part of the commissions established by the municipality. The citizen's report must be a simple, easy-to-read and attractive document summarizing the performance of the municipality's public spending. Every year, an annual report will be produced, which will be open for public comments on the assessment of the municipality's performance.
The municipal manager's office will be obliged to coordinate and ensure quality reporting and reviews on an ongoing basis. Article 14 (2-3) of the rulebook will regulate the operation of the performance audit committee.
Responding to Employee and Organisational Performance Employee Performance
- Responsibilities for implementing system
- Employment Contract
- Applicable legislation
- Validity of employment contract
- Performance Agreement
- Retrospectivity
- Legal validity after 90 days
- Performance Plan The performance plan establishes
- Personal Development Plan
- Accountability Agreements and Performance Promises
- Evaluating performance
- Evaluators
- Process & Scoring
- Dispute resolution
- Employees on fixed term performance related contracts Bonuses
- Employees not on fixed term performance related contracts Mayor’s Merit Award –
- Addressing Poor Employee Performance
- Employees on fixed term performance related contracts
- Employees not on fixed term performance related contracts In the case of unacceptable performance by an employee who is not on fixed term
The question arises whether the validity of the employment contract will be affected in the absence of an execution agreement according to the dictates of the regulation. The performance agreement is established in accordance with the provisions of Article 57 (1) (b), (4A), (4B0) and (5) of the Municipal Systems Act, as well as the work contract concluded between the parties. Absence of the performance agreement at the end of a financial year will fatally affect the municipality's ability to pay a performance bonus to the affected employee.
The specifics of the implementation plan will be determined by the mayor after consultation with the employees and will be based on the IDP, SDBIP and the Budget. the chairman of the performance audit committee or the audit committee, if there is no performance audit committee; The assessment shows that the employee achieved the above fully effective results with respect to more than half of the performance criteria and indicators and fully achieved all the others throughout the year.
Performance meets some of the standards expected for the job. the review/evaluation shows that the employee has achieved fully effective results under more than half of the criteria and key performance indicators as specified in the PV and the Performance Plan. The review/evaluation shows that the employee has achieved the below fully effective results against almost all criteria and performance indicators defined in the PV and the Performance Plan. Any dispute regarding the nature of the employee's performance agreement, whether it relates to key responsibilities, priorities, evaluation methods and/or salary increases in the agreement, must be mediated by.
In the case of a municipal manager, the MEC for Local Government in the province within thirty (30) days of receiving a formal dispute from the employee or any other person designated by the MEC; and. In the case of a municipal manager, the MEC for Local Government in the province within thirty (30) days of receiving a formal dispute from the employee or any other person designated by the MEC; and. In the case of managers who are directly responsible to the municipal manager, a member of the municipal council, provided that such member was not part of the evaluation committee provided for in sub-regulation 27(4)(e), within thirty (30) days of receiving an official dispute from the employee ;.
The timelines of the plan will be determined by the support and remedial needs identified in the plan. After the time limit defined in the plan has passed and based on the objectives set in the plan, the employee's performance will be evaluated.
Organisational Performance
Good or Exceptional Organisational Performance
The plan shall clearly specify the employer's responsibilities as well as the employee's responsibilities regarding its implementation. If after 6 months, during the year-end performance review, the manager in question continues to achieve a result of less than 60% and the municipality has proof or evidence that it has fulfilled its responsibilities in terms of implementing the improvement and development support plan, the municipality will consider steps to terminate the employee's contract for reasons of poor performance or operational incapacity. If the employee in question still achieves a result of less than 60% and the municipality has proof or evidence that it has met its responsibilities in terms of implementing the Improvement and Development Support Plan, the municipality will consider steps to terminate employment for performance reasons. weak. or operational disability.
Poor Performance
Evaluation and Improvement of the Performance Management System
