Karel van der Molen 1

Transcription

1 MMC US (12 credits): Conduct performance management in SA municipality Module 7: Financial Reports & Performance Management Group 1: Strategic Management; Budgeting Implementation & Performance Management Karel van der Molen 1

2 Group The full programme 1. Strategic Management; Budgeting Implementation & Performance Management 2. Municipal Accounting & Risk Management Modules 3. Strategic Planning & Multi Year Income & Expenditure Management 6. Budgeting Principles & Cycles 7. Financial Reports & Performance Management 8. Cash, Investment, Asset, Liability Management 4. Risk Management; Internal Control Framework Design and Audit Planning and Implementation 3. Governance & Legislation 1. Stakeholder Consultation & Ethics in Municipal Finance 4. & 5. Costing & Capital Planning; Municipal IT Support & Project Management 6. Supply Chain Management & Public Private Partnerships 2. Intergovernmental Fiscal Relations, Legislation & Policies affecting Municipal Financial Management 9. Capital Planning & Financing & Costing Principles 5. Managing Information Technology Resources in Municipal Finance 10. Municipal Supply Chain Management 11. Public Private Partnerships 2

3 The content 26 US - ID s: NQF Le Credits CMFM C C E C F C C C C F E C E C E E C C C Not applicable for CMFM Key Certificate SAQA ID credits; F = Fundamental; C = Core; E = Elective (1) AccOff X X X X X X X X X X X X X X X X X X CFO X X X X X X X X X X X X X X X X X X X X SnrM X X X X X X X X X X X X X X X MidFin X X X X X X X X X X X X X X X SCMH X X X X X X X X X X X X X X X X SCMM X X X X X X X X X X 3

4 GROUP 1 Strategic management, budgeting implementation and performance management Module 6 Budgeting principles and cycles Unit standard SAQA Conduct performance management in SA municipality 4

5 Time allocation First day: 2 hours Units: 1 Second day: Units: 2, 3, 4 and 5 Group Activities: Practical performance management activities Third day: 08h30 11h30 Assessment 5

6 THE ASSIGNMENT Question1: Explain how IT systems can be used to incorporate organisational and individual performance management results to improve service delivery within your municipality. Use practical examples where applicable. (Refer to Chapter 4) Question 2: Compile a report on the organisational culture within your municipality. Explain how this organisational culture impacts on the performance of both individuals and the municipality as an organisation (Refer to Chapter 4) Question3: Develop Key performance indicators that relate to your job description for the following KPA: Good governance and Public Participation (Refer to Chapter 5) Question 4: Explain how you think your municipality should go about setting targets to achieve the following KPI:- The number of people from employment equity target groups employed in the three highest levels of management in compliance with the municipality s employment equity plan (Refer to Chapter 5) 6

7 US Unit 1:

8 Unit 1: Introduction Municipalities deliver services critical to well-being and development of its citizens Strat plans allocate resources monitor implementation report on results IDP & SDBIP monitor performance continuously KPIs as instruments to assess performance 8

9 Unit 1: Defining PMS Craythorne (2006:120) PMS = technique Venter, et. Al. (2007:111) pm = multidimensional construct, outcomes of work Van der Walt (2004:34) i. Efficiency relationship between inputs and outputs ii. Reduction of inputs or the cost of inputs iii. Following due process and equity iv. Relationship among input, outputs and outcomes 9

10 Unit1: Defining PM (cont)* PM a tool to: plan; budget; measures; implement; and report on activities. foster good corporate citizenship; tool of governance model-council set priorities, conduct business and relate to communities; Tool to set organisational targets, strategic objectives and outcomes; align programmes, projects and processes to individual Section 56, 57 managers ,18

11 Unit1: Defining PMS (cont) Management of HR as important as management of organisational system HRM to include changing existing culture introducing skills & leadership development Human element of change management if pm to succeed 18 11

12 Unit 1: Role of Mayor, Council, MM, Snr M s The Municipal Structures Act 1998 Section 19(1) states: Mun Council must strive within its capacity to achieve the objectives set in Sec 152 of Constitution Sec 19(2) states: annually review overall performance Roles summarised in annexure 1; pages

13 Unit 1: A MUNICIPAL PERFORMANCE MANAGEMENT SYSTEM IS DEVELOPED AS REQUIRED BY THE LOCAL GOVERNMENT LEGISLATIVE FRAMEWORK AND OTHER POLICIES The inception of the 1996 Constitution and the consequent adoption of the White Paper on Local Government in 1998 End of transitional LG: range of legislation Framework to structure political & admin functions Emphasis on developmental mandate Policies & legislation forms basis for PMS 21 13

14 Unit 1: Legislative framework The Constitution of the RSA, 1996; sec 152, 153 White Paper on LG, 1998; sec B pg 45 Structures Act 117/1998; sec 44 & 56 Systems Act 32/2000; chtps 4, 5 & 6 Perf. Regs, R796/24/08/2001; KPI s Perf. Regs for Managers, R805/01/08/2006; MFMA 56/2003; sec 17(3)(b) MFMA Circulars; cir 13-SDBIP, cir 32-OR Act 7 of 2011????? Batho Pele 22 14

15 BATHO PELE Putting People First

16 1. CONSULTATION You can tell us what you want to know from us. THE PRINCIPLE You should be consulted about the level and quality of the services you receive, and whenever possible you should be given a choice about the services that are offered.

17 2. SERVICE STANDARDS Insist that we keep our promises. THE PRINCIPLE You should be told what level and quality of service you will receive so that you may know what to expect.

18 3. ACCESS One and all should get their fair share. THE PRINCIPLE You and all citizens should have equal access to the services to which you are entitled.

19 4. COURTESY Do not accept insensitive treatment. THE PRINCIPLE You should be treated with courtesy and consideration.

20 5. INFORMATION You are entitled to full particulars. THE PRINCIPLE You should be given full and accurate information about the public services to which you are entitled.

21 6. OPENNESS AND TRANSPARENCY The administration of the public service must be open and transparent. THE PRINCIPLE You should be told how the public service is run, how much it costs, and who is in charge.

22 7. REDRESS Your complaints must spark positive action. THE PRINCIPLE If the promised standard of services is not delivered, you should be offered an apology, a full explanation, and a speedy and effective remedy. When complaints are made, you should receive a sympathetic, positive response.

23 8. VALUE FOR MONEY Your money should be used wisely. THE PRINCIPLE Public services should be provided efficiently to give you the best possible value for money.

24 Unit1: Legislation and policies applicable Page set out to describe legislation, description and application as discussed above 24

25 Unit1: Legislation and policies applicable* Legislation that governs performance actions: Appendix 3: pages 135 to 141 As summarised below 25

26 Legislative Framework: Council Legislation S25(1) of MSA S34(a)(i) of MSA S38 of MSA S40 of MSA S41 of MSA S42 of MSA S43 of MSA S44 of MSA S16 of MFMA S 24 of MFMA Action Adopt 5 year IDP Review IDP Establish PMS Establish mechanisms to monitor and review PMS Set KPI s, targets and objectives Involve local community in the development, implementation, review of PMS KPI s must include general KPI s as per regs Make known KPI s and performance targets Approve annual budget Consider approval of annual budget S129 of MFMA Consider the annual report and adopt an oversight report

27 Legislative Framework: Mayor Legislation S30(a) + (b) S39 of MSA S21(1) (b) of MFMA S33(1)(c) of MFMA S53(3)(a) of MFMA S53(3)(b) of MFMA S53(2) of MFMA S72 of MFMA S127 of MFMA Action Manage drafting of IDP and submit for adoption by council Manage development of PMS Table time table for budget and IDP review process Must take reasonable steps to ensure that: Council approves budget timeously, approves SDBIP within 28 days after budget is approved, annual performance agreements of Sec 56 are signed Publish SDBIP Publish performance agreement of Accounting officer and senior managers Submit reports to Council on implementation of budget and financial affairs Table Sec 72 report in Council Table annual report in Council

28 Legislative Framework: Accounting Officer Legislation S46 of MSA S57 of MSA S17 of MFMA S22 of MFMA S68(a) of MFMA S69(1) of MFMA Action Submit performance reports annually Conclude employment contracts for MM and managers Contents of budget and supporting documentation must conform to provisions of Sec 17 of MFMA Publish budget, invite public comment, submit to NT Must assist mayor in performing budgetary functions Must implement approved budget

29 Unit 1: COMMUNITY PARTICIPATION PROCESSES * Why community participation? Involvement communities in affairs of gov. Reduces autocratic behaviour Continuous interaction between role players Community can express needs & grievances Stakeholders can present the interest of their constituencies Monitor & Oversight of implementation of IDP Create a sense of ownership on the side of community 36 29

30 Unit 1: Public Participation Constraints Lack of capacity and resources When municipality embark on public participation: Four areas to address: Time Transport Education Communication access More recently apathy because of

31 Unit 1: Public participation (cont.) Systems Act does not prescribe form of participation but principles the need to consider the special concerns of people with physical disabilities; the need to take note of gender issues; the importance of taking into consideration language preferences; and the need to ensure that participatory processes are in line with the financial and administrative capacity of the municipality

32 Unit 1: PERFORMANCE REPORTING Corporate governance is the term associated with the trend towards greater corporate responsibility and the conduct of business within acceptable ethical standards. Transparency, accountability and openness in reporting and disclosure of information are vital for good corporate governance Above refers to Batho Pele Principles!! 41 32

33 Unit 1: Reports prescribed by legislation Systems Act and MFMA: Monthly Quarterly Mid year performance assessment Annual Report Oversight Report Designed to identify under-performance Provide for corrective measures Overview of reports on pages

34 Unit 1: Non-compliance consequences Section133 of MFMA sets out steps to follow if MM or Mayor does not comply: Mayor must: report to council AG must report to speaker, NT, MEC for LG + MEC for Finance Municipal Council must request speaker to investigate, institute steps to ensure compliance, disciplinary procedures Prov Exec may intervene ito sec 139 NT ito sec 5(2)(e): stopping of funds PT ito sec 5(4)(d): take appropriate steps 46 34

35 Day 2

36 Unit 2: Introduction As you know by now, performance management is a process: mission objectives staff Applies to performance and persons related to it Include politicians Things that a municipality simply must do: establish PMS promote culture of PM administer affairs eee & in accountable manner establish KPI s 52 36

37 Unit 2: Individual financial & non-financial performance concepts Institutions performance linked to that of its staff Sec 57 managers (now sec 56) Ito Regs 2006: Contract of Employment ( 1 year after election) Performance agreement ( 90 days after appointment) with Performance plan, personal development plan Certified copies of qualifications Code of Conduct Financial Disclosures 54 37

38 Unit 2: Performance Agreement* Must include: Purpose of perf agreement Commencement and duration Performance objectives PMS Evaluating performance Schedule for perf review Developmental requirements Obligation by employer Consultation Management Of evaluation outcomes Dispute resolution General 38 55

39 Unit 2: Performance Plan Must include: Performance and targets with timeframes Standards & procedures for evaluating Consequences for substandard performance Targets must be practical, measurable, based on KPI s set out by IDP 39 54

40 Unit 2: Key Performance Areas* KPA 1: Municipal transformation & organisational development KPA 2: Basic Service Delivery KPA 3: Local Economic Development KPA 4: Municipal Financial Viability & Management KPA 5: Good Governance & Public Participation Example of performance plan page

41 Unit 2: PERFORMANCE MANAGEMENT CONCEPTS Score card differentiate between financial and nonfinancial BSC 57 41

42 Unit 2: Improve performance strategies Restructuring Improve processes & systems Training & sourcing Change management Revise strategy Consider alternative strategies Mission: fundamental purpose-why do we exist Vision: future Strategic objectives KPAs focus of strategic processes Determine desired results 42 61

43 Unit 2: Desired results Strategic objectives are the broadest statements of what an organisation chooses to accomplish. Strategic objectives are the areas what the organisation wants to spend its resources on. Strategic objectives for every KPA. Strategic objectives = goals = high level objectives. SWOT analysis assist in determining objectives 43 62

44 Unit 2: Relationship between outputs and outcomes Once the strategic objectives of a municipality have been established, the next step would be to translate these into outputs and outcomes. Outputs: quantity & quality of services delivered Outputs lead to outcomes or realisation of objectives Cost effectiveness: relationship between outcomes & cost of providing them Outcomes: quality & impact of services 64 44

45 Unit 2: Ethos of PMS relies on setting KPIs KPIs important because: 1. provide a common framework for gathering data for measurements and reporting; 2. translate complex concepts into simple operational, measurable variables; 3. enable the review of strategic objectives; 4. assist in policy review processes; 5. help focus the organisation on strategic areas; and 6. help provide feedback to the organisation and staff

46 Unit 2: Guidelines on setting of KPIs The Local Government Municipal Planning and Performance Regulations (2001) give clear direction on the setting of KPIs (Regulation 9): A municipality must set KPI s, including input, output & outcome indicators, iro each of development priorities and objectives referred to in Sec 26(c) of the LG: Municipal Systems Act, 2000 KPI: measurable, relevant, objective, precise Ensure public participation in setting, KPI s for all admin units, employees, entities, service providers 46 65

47 Unit 2: Outcome, inputs and outputs The Local Government Municipal Systems Act (2000) requires local government to measure its performance on outputs and outcomes. The Local Government Municipal Planning and Performance Management Regulations, 2001, Regulation 9. (1)(a) requires municipalities to measure the input, output and outcome indicators, 47 66

48 Unit 2: Definitions and explanations Input indicators: measure costs, resources, time (economic) Remember ABC! Output indicators: measure yield (no) in products (efficiency) Outcome indicators: measure impact (effectiveness) Composite indicators: combine a set of indicators into one by developing mathematical relationship between them 66,67 Baseline indicators: current situation 48

49 Unit 2: Figure 2.2 the relationship between core performance information concepts

50 Unit 2: THE APPROPRIATE MEASURES OF EFFECTIVENES, EFFICIENCY AND ECONOMY ARE IDENTIFIED AND APPLIED IN A MUNICIPAL PMS The Framework for Managing Programme Performance Information of National Treasury (2007) highlights efficiency, effectiveness, economy and equity indicators: Efficiency: productively of inputs to outputs (output) Effectiveness: outputs achieve desired outcomes (outcome) Economy: inputs acquired at lowest cost, right time & method of producing outputs is economical (input) Equity: services provided impartially, fairly, equitably 50 69

51 Figure 2.3: Framework for Managing Programme Performance Information of National Treasury 70 51

52 Unit 2: Working example 52 71

53 ACTIVITY/CLASS DISCUSSION 6,8,9 53

54 Unit 3: Introduction In terms of Section 19 of the Municipal Structures Act, Sections 39, 40 and 41 of the Municipal Systems Act and Regulation 7(2) of the Municipal Planning and Performance Management Regulations, a Local Government Structure shall develop a Performance Management System (PMS)

55 Unit 3: KPAs for Managers 55 81

56 Unit 3: Managers reporting to MM KPAs negotiable and relate to functional areas of manager: 80% of score CCR: 20% of assessment score-selected from list on pages ,82 56

57 Unit 3: Annual performance appraisal* What needs to be assessed/ measured during appraisal? Assessment of the achievement of each KPA. An indicative rating on the five-point scale for each KPA. (80%) Assessment of each CCR according to the extent to which the standard have been met. An indicative rating on the five-point scale for each CCR. (20%) 57 83

58 Unit 3: Evaluation panel MM* Executive Mayor or Mayor; Chairperson of the performance audit committee; Member of mayoral or executive committee; Mayor and/or municipal manager from another municipality; and Member of a ward committee as nominated by the Exec Mayor/ Mayor. Reg 27(4)(d) 83 58

59 Unit 3: Evaluating the performance of managers directly accountable to the MM Municipal manager; Chairperson of the performance audit committee; Member of the mayoral or executive committee; and Municipal manager from another municipality. Reg 27(4)(e) 83 59

60 Unit 3: Other Staff Section 66 of the Municipal Systems Act, 2000 states that a municipal manager within a policy framework determine by the municipal council must approve(develop; sec 8 Act 7/2011) a staff establishment for a municipality No person appointed unless (sec 8(b)(3)) In accordance with the Employment Equity Act, 1998 a municipality must develop and adopt appropriate systems and procedures to ensure fair, efficient, effective and transparent personnel administration 60 84

61 Unit 3: Poor performance-reasons Poor systems and processes; Inappropriate structure; Lack of skills and capacity; Inappropriate organisational culture; and Absence of appropriate strategy

62 Unit 3: DISCIPLINARY PROCESSES ARE ADAPTED TO INCLUDE PERFORMANCE AGREEMENTS Addressing Poor Performance and Incapacity Formal Poor Performance Counselling Sessions Formal Disciplinary Process Corrective action 87 62

63 Unit 4 Identify and establish institutional arrangements required for performance management in a municipality 64

64 Unit 4: Performance monitoring & auditing Core function = service delivery to community IDP = strategic plan SDBIP & performance plans developed to ensure strategic plan is implemented PMS is key to integrating IDP & SDBIP and is means of measuring impact of service delivery Munic must establish & develop systems to ensure monitoring validation assessment evaluation reporting and review of performance take place 65 93

65 Unit 4: Monitoring* It is regular observation & recording of activities Process of routinely gathering data It is also giving feedback on progress It is an ongoing process that runs parallel to the implementation of the IDP

66 Unit 4: Auditing* Monitoring occur best through auditing Overall function of performance audit is a validation of how the munic rates itself ito achievement It verify evidence Provide motivation in relation to the principles of sound corporate governance King 2002: Internal audit should assist management to achieve goals by evaluating and recommending improvements 95 67

67 Unit 4: Internal auditors* Must on continuous basis audit performance Submit quarterly reports to MM & perf audit committee Once validation received from audit committee & problem areas rectified, different reports can be generated, eg sec 71 Need IT for above: IGNITE, CORVU, CASE WARE, EXCEL, & other 68 95

68 Unit 4: Organisational Culture Organisation culture is what sets one organisation apart from another Top management: behaviour, actions, attitudes and even dress code affects culture of organisations Different staff structures/organogram

69 Unit 5: INTRODUCTION KPA s reflect what a municipality believes must be done in order to succeed KPA s therefore relates to internal business processes

70 Unit 5: KPI s KPI s are measurements that tells us whether progress is been made in achieving our goals Measurable Simple Precise Relevant Adequate Objective Realistic

71 Unit 5: Setting targets Performance targets =planned level of performance SMART criteria S = Specific: nature and required level of performance can be clearly identified M= Measurable: required performance can be measured A= Achievable: target is realistic given existing capacity R= Relevant: required performance is linked to achieving of a goal T= Time-bound: Deadline is specified 73

72 Unit 5: Requirements for setting targets Public consulted on needs & expectations Targets informed by development needs of communities Availability of resources and capacity Decision-makers make commitment to achieving these targets within agreed-upon time frames Target setting will determine who is going to take responsibility for what

73 ACTIVITY/CLASS DISCUSSION 18 75

74 Strategic Objectives Strategic objectives begin with such words as: To have To be To became To achieve and end with a month, year. 76

75 Strategic Objectives (Cont) A strategic objective must be: Measurable or verifiable Achievable or feasible Flexible or adaptable Consistent with the rest of your strategic plan Does it stretch your staff without breaking them Is it clear, easy to understand, and inviting to achieve 77

76 Strategic Objectives Strategic objectives begin with such words as: To have To be To became To achieve and end with a month, year. 78

77 Strategic Objectives: examples To build and enhance the governance system in order to enable sustainable development and service delivery. To oversee the implementation of the intergovernmental programme of support to the Institution of Traditional Leadership to perform their constitutional mandate. To build and strengthen the capability and the accountability of Provinces and Municipalities to implement their constitutional mandate. To monitor, evaluate and communicate the impact of government programmes in municipal areas in order to enhance performance, accountability and public confidence. To strengthen the dplg's organisational capability and performance to deliver on its mandate. 79

78 Strategic Objectives: examples (Cont) Growth Achieve $1 billion in annual revenues with $60 million in profits. Maintain a net profit rate equal to or better than the best world class companies in our industry. Have investment policies and fiscal procedures to foster aggressive growth and profitability. Have a comprehensive business development plan. Have 6 projects in 3 countries. Management Have a management team capable of meeting our strategic objectives. Have a complete management team. Safety Have an injury free workforce. 80

79 Strategic Objectives: examples (Cont) Administrative Have standardized cost management and financial systems. Have standard operating procedures. Employees Have a comprehensive career development program. Achieve an employee turnover rate less than 5%. Define and communicate organizational roles, responsibilities, and expectations for all employees. Natural resources Produce coal on our lands. Physical plant Have all digital equipment. Have a replacement equipment financing plan. Have a technology development and implementation plan. Quality Complete the ISO 9000 certification of all projects. Achieve zero errors and omissions claims. Achieve compliance with federal, state and local environmental mandates. 81

80 Programme Objective Definition A program objective is a specific and usually quantifiable statement of program achievement. It is a statement of measurable outcome which can be used to determine program progress towards the program goal. Collectively, objectives represent a quantification of the program goal. 82

81 Programme Objective (Cont) Examples Here is an example set of program objectives from a literacy program for a small language group: The program will produce 5,000 adult literates from the basic literacy classes. The program will graduate 3,000 adults from advanced classes. The program will train 80 teachers. The program will train 10 literacy supervisors. The program will establish a basic curriculum of nine pieces including a primer, a teacher's guide, a basic reader, an advanced primer, an advanced reader, a transition primer, a basic math book, an applied math book, and an introduction to spoken and written French. 83

82 Programme Objective (Cont) Examples Here is an example set of program objectives from a literacy program for a small language group: The program will establish an on-going literature production process. The program will publish 30 titles in the mother tongue. The program will organize 30 women's reading clubs. The program will organize a 12-member program guidance team to sponsor and promote the literacy program. The program will organize 10 farmers' cooperatives. The program will develop 15 health centers. The program will take steps to integrate this overall program into the ongoing national adult literacy program. 84

83 Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Improve the financial position of the municipali ty. Credit rating. Proper credit management (revenue and expenditure management). Compliance in accordance with all relevant legislation(e xample the MFMA). Debtor s manag ement. (manag ement of data, arrears, etc) Amount to be spent/rand value of project. Percentage of project implementation.

84 Process supporting the programme Input Indicator Outputs indicator Outcome Indicator Billing process conducted within 30 days. Rand value of total billings. Percentage of bills forwarded to debtors at each month end. Ratio of debtors that was billed and the revenue received for the specific month.

85 Key PA Strategic Objective Key Performa nce Indicator Program me Objective Program me Outcome Indicator Project Project Indicator Financial Viability Improve the financial position of the municipalit y Percentag e decrease in backlog for basic services Manage the revenue of the municipali ty Percentag e increase in financial ration debt coverage Billing system Percentag e short term interest earned.

86 KPA Unit 2: Working example Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator WHAT DO YOU WANT TO ACHIEVE STRATEGICALLY How will you measure the impact of the strategic objective What is the objective of the specific project/programme identified How will you measure impact of the above project/programme Name of the project R value spent on project/programme (budget related) Units measured of the project Documentation of process Unit cost of the process Achievement of the project what you intend to achieve Outcome = impact. Percentage of the strategic objective (whole) realised 88

87 KPA Unit 2: Working example LED Strategic Objective Reducing unemployment levels within the municipal area Outcome Indicator Number of Indigent households Programme Objective Provide work opportunities Outcome Indicator % reduction in annual registered indigent households Capital Project Maintenance of s/w network by community contractors Input Measurement Amount (R) spent on project Output Measurement Number jobs created Process supporting the programme EPWP reporting structure (time sheets) Input Indicator R spent per household/ project Output Indicator Number of indigent households/ people employed Outcome Indicator % reduction in number of indigent households 89

88 KPA Unit 2: Working example Financial Viability Strategic Objective To improve the financial position of the municipality Outcome Indicator Credit Rating Programme Objective To manage the revenue of the municipality Outcome Indicator % alignment with MFMA Capital Project Financial system DB implementation Input Measurement R value spent on system implementation Output Measurement % project tasks completed; no of transactions captured Process supporting the programme Billing process to be conducted within 30 days Input Indicator R value of billing process Output Indicator %/ no of accounts sent by month - end Outcome Indicator % variance actual R value billed/ R valued received (paid) 90

89 KPA Unit 2: Working example Basic Service Delivery Strategic Objective To build more RDP houses than the previous year Outcome Indicator To build 150 RDP houses Programme Objective To reduce the housing backlog Outcome Indicator Number RDP houses built Capital Project Low cost housing project Input Measurement Amount (R)/% project capital budget spent Output Measurement No/% houses completed Process supporting the programme Construction progress reports Input Indicator R cost per house Output Indicator Number of houses built Outcome Indicator % reduction in housing waiting list 91

90 KPA Unit 2: Working example Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project IDP 2012/13 Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator Municipal Transformation and Organisational Development Ensure effective, integrated development planning and performance management in the municipality % compliance of IDP & PMS processes with legislation Compliant IDP Public participation process %/ no of community members participating in the IDP process R value spent on IDP programme % monthly spending Public Participation Meetings Cost per meeting Number of public meetings held as per the program Percentage of meetings held ito IDP process plan 92

91 KPA Unit 2: Working example Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator Municipal Transformation and Organisational Development Occupational Health and Safety % Compliance with OHS Act Risk Assessments within each department. % reduction in COID cases OHS risk assessments R value spent on project/programme % budget spent Risk analyses completed Cost per risk analysis Number risk analyses and assessment plans completed % compliance with OHS. 93

92 KPA Unit 2: Working example Basic Service Delivery Strategic Objective Improve household access to basic services Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator Basic services to households in formal areas Provide access to basic services for households in formal areas % households with access to basic services Provision of Basic Services R spent on capital budget % new households with access to basic services Progress certificates Cost per household Number of new households connected % households with access to basic services 94

93 KPA Unit 2: Working example Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator Basic Service Delivery Basic refuse removal service to all households Basic refuse removal to households in formal areas Provide access to basic refuse removal for households in formal areas % households with access to refuse removal Provision of Basic refuse removal R spent on capital budget % new households with access to refuse removal Provision of skips Cost per skip Number of new households serviced % households with access to refuse removal 95

94 KPA Unit 2: Working example Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator Basic service delivery To ensure that all household in the municipal area has access to clean drinking water Provision of basic water to all households Provide access to basic water to all households % households with access to basic water Upgrade to water network household connection R value spent on project Number of new water connections Worksheets and job cards Cost per connection Number of households provided with access to basic water % household with access to basic water 96

95 KPA Unit 2: Working example Basic service delivery Strategic Objective To ensure that all pit latrines are eradicated by 2015 Outcome Indicator Provide formal sanitation to all households Programme Objective Eradicate pit latrines Outcome Indicator % households provided with formal sanitation Capital Project Pit latrine eradication Input Measurement R value spent on pit latrine project Output Measurement Number of new households with formal sanitation Process supporting the programme Project progress and completion certificates Input Indicator R per household Output Indicator Number households provided with formal sanitation Outcome Indicator % households with formal sanitation 97

96 KPA Unit 2: Working example Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator Basic service delivery To improve the public transport system within the municipal area Access to public service system within 400m Effective, reliable, affordable public transport system % public transport system implemented George Public Transport System R value spent on project Number routes implemented Licensing of PT routes Number route licenses issued % route licenses issued % routes implemented 98

97 GROUP WORK Group 1 Group 2 Group 3 Group 4 Summarise: Legislative framework: Council Summarise: Performance Regs: 2001, Chapter 3 Develop a strategic objective, etc for each KPA Summarise: Legislative framework: Mayor Summarise: Performance Regs: 2006, Chapter 2 Develop a strategic objective, etc for each KPA Summarise: Legislative framework: AO Summarise: Performance Regs: 2006, Chapter 3 Develop a strategic objective, etc for each KPA Summarise: Monitoring & Auditing of PMS Summarise: Performance Regs: 2006, Chapter 4 Develop a strategic objective, etc for each KPA

98 KPA Unit 2: Working example Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator Municipal Transformation and Organisational Development 100

99 KPA Unit 2: Working example Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator Basic Service Delivery 101

100 KPA Unit 2: Working example Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator LED 102

101 KPA Unit 2: Working example Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator Municipal Financial Viability and Management 103

102 KPA Unit 2: Working example Strategic Objective Outcome Indicator Programme Objective Outcome Indicator Capital Project Input Measurement Output Measurement Process supporting the programme Input Indicator Output Indicator Outcome Indicator Good Governance and Public Participation 104

103 The Exam 105

104 SCHOOL OF PUBLIC LEADERSHIP Thank you 106