By 2030 ethekwini will be Africa s most caring and liveable city ORGANISATIONAL PERFORMANCE MONITORING. Presented by: Nevana Srikissoon

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1 ORGANISATIONAL PERFORMANCE MONITORING Presented by: Nevana Srikissoon

2 BACK TO BASICS In implementing legislation and carrying out Constitutional mandate, municipalities work to ensure: -Basic Services: creating conditions for decent living -Good governance -Public Participation: Putting people first -Sound financial management -Building Capable Institutions and Administration Some municipalities perform these responsibilities well, but others don t. An urgent change in strategic orientation was required to encourage acceptance level of performance by municipalities.

3 Why Organisational Performance Monitoring? To make sure that the plane reaches its destination To enable us to build our own Airbus A380

4 Legislation Performance Management is a legislative requirement in terms of chapter 6 of the Municipal Systems Act. Different parts of the Municipal Systems Act (MSA) & Municipal Finance Management Act (MFMA) guide the content of the Performance management system, the Service delivery and budget implementation plan and how often these should be measured, the structure of KPI s and reporting requirements. Municipal Systems Act & Municipal Finance Management Act requires the IDP to be aligned to the budget and to be monitored for performance via the Service Delivery and Budget Implementation Plan (SDBIP).

5 Legislation (continued) Reporting requirements and various other matters are legislated in sections of the: - Municipal Finance Management Act, - The Constitution, - Municipal planning & Performance Management Regulations, - Municipal Performance Regulations for Municipal Managers & Managers directly accountable to Municipal Managers, - Municipal Structures Act, - Other parts of the Municipal Systems Act, - Government Wide Monitoring & Evaluation Framework

6 What do we monitor? IDP SCORECARD BUDGET SDBIP IPP

7 Stakeholders PME Unit Plan Owner Programme Drivers/ PME Unit Report to Council Plan Owner Approve plan Project Managers Programme Monitor Drivers/ your Project projects Managers Update Report the to Council system Approve Ensure PDs/PMs plan Capture Monitor stats your with the approved are timely quarterly projects SDBIP & Scorecard updating stats Coordinate Update the meetings system Ensure Sign off PDs/PMs on all Inform Capture PME stats of any with the approved are changes timely to updating the changes quarterly SDBIPs stats plan Gather Coordinate supporting Sign Ensure off on supporting all Complete Inform PME & submit of any documents meetings (KPI defs, changes documents to the are supporting changes Proj plans) & plan provided documents verification Quality Assurance thereof Quality Assurance Plan Reps Plan Reps Follow up with PDs/PMs on outstanding items Follow Coordinate up with PDs/PMs submissions to PME & outstanding meetings with items PME Coordinate Inform PME of any meetings changes Inform Ensure PME supporting of any changes documents are provided

8 Organisational Scorecard & SDBIP for the new financial year

9 New year scorecard & SDBIP process flow November February March April May June Prepare/ Review IDP Submit to Council Distribute adopted IDP Request scorecard & Review of content Conforms to requirements Yes QA of content of draft scorecard & SDBIP and resolve queries. Submit to IDP office Submit to Council for noting Council adopted Yes Submit draft SDBIP to Mayor after 14 days Mayor acknowledges Unit prepares and obtains plan owner approval Legend IDP Office PME Unit Units Council Mayor Submission to PME Send back to unit Meeting required No Make corrections No Yes Meet and resolve Council notes IDP Public consultation Amendment made subsequent to public No Make amendments Mayor adopts Submit final SDBIP to Mayor after another 14 Yes No Make amendments Publish and distribute Final SDBIP submitted to Budget office for inclusion in the budget Final scorecard and SDBIP used for quarterly reporting

10 IMPORTANT FACTORS 1. Consultative process 2. Deadlines 3. No amendments to KPI s once IDP approved amend during mid-term amendments

11 Example 1 The Libraries Unit holds programs for children during the school holidays. Information available includes the plan of the programs to be held and the number of programmes actually carried out, as well as the number of participants in the programmes. What is a possible KPI that could be used to measure their achievement?

12 Example 2 KPI: Promote an effective public health service to City residents. Annual target: Delivery of services to all patients visiting Municipal clinics Is this an acceptable KPI?

13 Creating KPI s 1. Must be strategic consider risks, IDP and City strategies 2. Must be within owner s control. 3. Must be SMART. 4. Must have evidence available to support achievement. 5. Must be linked to the SDBIP/ budget and aligned to the business plan. 6. Must have been sufficiently planning.

14 Specific Measurable Achievable Realistic Time Bound

15 Requirements KPI definitions MILE masterclass.kpi defs.xlsx Project plans Project plans MILE.xlsx

16 Templates Organisational Scorecard Final IDP Scorecard xlsx SDBIP IDP SDBIP 1516 (5).xlsx

17 Mid-term amendments

18 Mid-term Amendments Process Flow November Decmber December January February March Submit to Council Publish and distribute Request MTA to scorecard & Review of content Conforms to requirements QA of content of draft scorecard & SDBIP and resolve queries. Submit to Council for noting Council adopted Final scorecard and SDBIP used for Q3 & Q4 quarterly reporting Unit prepares and obtains plan owner approval Submission to PME Send back to unit Meeting required Meet and resolve Council notes draft MTA Public consultation Make amendments Legend PME Unit Units Make corrections Amendment made subsequent to public Council

19 Templates Organisational Scorecard Copy of MTA's Scorecard plan 8.xlsx SDBIP Copy of MTA's SDBIP 1516 plan 8.xlsx

20 Quarterly reporting

21 Quarterly reporting process flow Send notification for beginning of reporting period Owners provide results for previous quarter Reporting period closes Analysis of report and evidence; and resolution of queries Draft reports compiled and submitted for QA Draft SDBIP submitted to City Manager City Manager Yes Submit to Secretariat/ EXCO EXCO Notes Council adopts Publish on website & distribute Draft reports submitted to units for verification No Make amendments Make amendments Submit scorecard to Internal Audit Amendments subsequent to internal audit Feedback meetings Submit scorecard to audit committee

22 IMPORTANT FACTORS 1. Evidence 2. Deadlines 3. No amendments to KPI s/ Projects

23 Evidence BACK TO BASICS KPI defs & Project Quarterly report/ progress updates In the month of April of only 19 Councilors plans reported on how served their constituency In May only 19 Councilors Performance submitted reports on service aligned provided to constituencies Excellence In terms of the Back to Basics COGTA-KZN calendar, 14 th -24 th of May 2015 was dedicated to Councilor's constituency work, but only a few Cllrs, managed to Variance reasons hold constituency community meeting. It being noted that all support has been made available to Councilors to hold community meetings Measures to improve What do we need? SDBIP/ budget

24 Templates Quarterly scorecard report Final Q1 scorecard (2).audited no variance.xls Quarterly SDBIP report Q1 SDBIP MPAC.xls

25 Report on time Quarterly reporting Reasons for variance must be detailed. Evidence Measures to improve must be sufficient Year end adjustments to performance figures - 25 th August for submission to the AG.

26 Evidence

27 Conduct feasibility studies needs, costs, sustainability. Know what you want. Do you have the resources to achieve the target e.g. money, HR Create and submit a procurement plan Regular monitoring and control of the processes to achieve targets Planning Resources Procurement Monitor L e a r n Learn from past experiences Ways of improving performance

28 Ensure that progress is reported on time. No reporting = Not achieved. Collect & submit evidence. No evidence = Not achieved Set stretch targets that are still achievable Set targets in consultation with staff and create accountability Reporting Evidence Targets Accountability Ways of improving performance

29 Process Related Challenges Deadline not adhered to Frequent changes requested by stakeholders Several and often conflicting/ duplicated data requests from spheres of government User understanding of the business processes Inappropriate information captured Interpretation of legislation Rand values in legislated KPI s not practical.

30 Addressing Challenges Communication with owners - Training/ knowledge sharing sessions; guidelines; s Communicate challenges to stakeholders & spheres of Government Feedback sessions held regularly (after reporting) No evidence/ no reporting = not achieved Critical review of report content Link to Individual Performance Plans

31 Lessons learned Keep things simple Try to keep requirements to a minimum Evidence is critical Plan owner approval is vital Consultation and unit level discussions must take place Review of content (reasons/ measures to improve for appropriateness/ relevance) Perform comparisons to previous reporting periods Attempt to understand operating environments Importance of communication

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33 THANK YOU!