Annexure A
Corporate Services
KEY PERFORMANCE INDICATORS
This Annexure outlines the specific Municipal Key Performance Areas (KPA) as prescribed by Regulation R805, namely:
LED Local Economic Development
BSD Sustainable Service Delivery and Infrastructure Development
MFVM Municipal Financial Viability and Management
MTID Municipal Transformation and Institutional Development
GGPP Good Governance and Public Participation
The Key Performance Indicators and Targets per quarter for the 2010/11 FY for each KPA are also indicated. In accordance with the Regulations the weighting has been indicated per KPI and will be 80% of the performance score.
Strategic
National KPA / IDP Goal / Key Performance Indicator / Unit of measurement / Targets / Weight /Q1 / Q2 / Q3 / Q4 /
GGPP / Recruit & Retain Quality Staff / Creation of effective capacity / 0.001 Vacancy level as % of approved organogram of funded / 25% / 25% / 25% / 25%
MTID / Assure Employee wellness / Effective labour relations / No of meetings of the LLF / 1 / 1 / 1 / 1
MTID / Assure Employee wellness / Effective and up to date HR policies / Revision of all HR policies annually by 30 June 2010 / 100%
MTID / Training & Development of staff / Targeted skills development / % Implementation of skills development plan within budget / 25% / 50% / 75% / 100%
MTID / Training & Development of staff / Targeted skills development / The percentage of budget spent on implementing its workplace skills plan / 25% / 40% / 70% / 90%
MTID / Sound Corporate Governance & Risk management practices / Effective and up to date By-laws / No of By-laws revised annually / 100%
GGPP / Mature & Inspirational Leadership / Effective functioning of council / No of council meetings Plenary Committee, MayCo & Council / 8 / 8 / 7 / 9
BSD / Infrastructure Development & maintenance / Maintenance of halls and facilities / Development and implementation of maintenance plan for halls and facilities / 50% / 85% / 85% / 85%
BSD / Infrastructure Development & maintenance / Maintenance of halls and facilities / % of maintenance budget of halls and facilities spent / 30% / 60% / 80% / 95%
BSD / Provision of Basic Services / Percentage/ No of HH that meet agreed sanitation service standards (at least VIP on site) -Formal areas / % of HH without minimum standard sanitation / 100% / 100% / 100% / 100%
BSD / Provision of Basic Services / Percentage/ No of HH that meet agreed sanitation service standards (at least VIP on site) -Informal areas / % of HH without/ No of HH that meet minimum standard sanitation / 100% / 100% / 100% / 100%
BSD / Provision of Basic Services / Percentage/ No of HH receiving free basic sanitation / % of HH / No of HH / 100% / 100% / 100% / 100%
Operational
National KPA / Objective / Programme / KPI Name / KPI Definition / Target Unit / POE / Target / Weight /Q1 / Q2 / Q3 / Q4 /
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Effective Management and supervision of the SDBIP on the KPIs of Directorate: Corporate Support / 90% of the KPI's of the sub directorate have been met / % of KPI's met as per Ignite Dashboard report / Updated SDBIP and report / 90 / 90 / 90 / 90
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Effective Management and supervision of the SDBIP on the KPIs of Directorate: ICT / 90% of the KPI's of the sub directorate have been met / % of KPI's met as per Ignite Dashboard report / Updated SDBIP and report / 90 / 90 / 90 / 90
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Effective Management and supervision of the SDBIP on the KPIs of Directorate: Logistic Services / 90% of the KPI's of the sub directorate have been met / % of KPI's met as per Ignite Dashboard report / Updated SDBIP and report / 90 / 90 / 90 / 90
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Effective Management and supervision of the SDBIP on the KPIs of Directorate: Registry & Archive Services / 90% of the KPI's of the sub directorate have been met / % of KPI's met as per Ignite Dashboard report / Updated SDBIP and report / 90 / 90 / 90 / 90
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Effective Management and supervision of the SDBIP on the KPIs of Directorate: HR / 90% of the KPI's of the sub directorate have been met / % of KPI's met as per Ignite Dashboard report / Updated SDBIP and report / 90 / 90 / 90 / 90
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Effective Management and supervision of the SDBIP on the KPIs of Directorate: Legal Services / 90% of the KPI's of the sub directorate have been met / % of KPI's met as per Ignite Dashboard report / Updated SDBIP and report / 90 / 90 / 90 / 90
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Development of MSP/SOP / Inputs sent to Manager: ICT for Master Systems Plan/Strategic Objectives Plan by end January / % completed / MSP/SOP / 100
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Submission of Annual Report information / Departmental Input submitted by due date / By end August / Annual report / 1 / 1
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Submission of SDBIP information / Departmental Input submitted by due date / By end February / SDBIP / 1
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Submission of Budget information / Departmental Input submitted by due date / By end February / Budget / 1
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Submission of TAS information / Departmental Input submitted by due date / By end March / Annual report / 1
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Submission of IDP information / Departmental Input submitted by due date / By end November / Annual report / 1
MFVM / Assure financial viability and sustainable growth / Implementation of Internal audit queries from date of final report / % of queries rectified within 6 months / % queries rectified / Audit response / 80 / 80 / 80 / 80
MFVM / Assure financial viability and sustainable growth / Management of external audit queries / No of audit queries completed within 30 days / % of target achieved / Audit response / 0 / 0 / 100
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Ensure proper procurement practices / No of successful appeals against municipality on the awarding of tenders (specifications) / % of successful appeals / Audit report / 0 / 0 / 0 / 0
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Assignments from municipal manager / Assignment implemented within required timeframes / % of assignments addressed / Written response / 100 / 100 / 100 / 100
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Achievement of employment equity targets / % of employment equity targets of positions above level 8 filled achieved / % of target achieved according to EE plan / EE plan / 100 / 100 / 100 / 100
MFVM / Assure financial viability and sustainable growth / Implementation of Council resolutions / Items implemented within required timeframe / % delivered within required timeframe / Collaborator / 100 / 100 / 100 / 100
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / PDP's and Performance agreements / Develop a PDP and Performance agreement template for Senior officials and management / % PDP's and Performance agreements developed / PDP and PA template / 100
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Skills Development / % of targeted training interventions per annum within the budget / % trained / Skills Development Plan / 30 / 100
MTID / To create a unique and caring Valley of service excellence, opportunity and growth / Ensure proper implementation of the Performance Management System including review / Quarterly Review in accordance with PMS Framework / quarterly reviews / PMS / 1 / 1 / 1 / 1
CORE COMPETENCY FRAMEWORK
(refer Annexure C) / Definition / Weight /
Strategic Leadership and Management / Skills to be able to provide a vision, set the direction for the municipality or department and inspire others in order to deliver on the municipality's mandate
Programme and project management / Skills to enable the individual to plan, manage, monitor and evaluate specific activities in order to ensure that policies are implemented and that local government objectives are achieved
Financial Management / Skills required to manage projects and/or department work within the constraints of a budget. This includes being able to plan a budget at the beginning of the financial year, controlling costs throughout the year by allocating resources appropriately and understanding and anticipating the impact of other departments on own budget and adopting where necessary.
Change Management / Skills to initiate and support municipal transformation and change in order to implement new initiatives successfully and deliver on service delivery commitments.
Knowledge management / This includes the working knowledge of Council regulations, by-laws and policies, National, Provincial and Local Government structures and applicable legislation.
Problem solving and analytical thinking / Be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach optimum solutions in a timely manner
People and diversity management / Skills to manage and encourage people, optimise their outputs and effectively manage relationships. This includes holding regular meetings with his/ her team so that information can be shared and so that the team is aware of decisions that may affect them. It also involves distributing workloads so that individual skills are used appropriately and so that the work is evenly spread, making sure that the team has the necessary tools and resources in order to do their work and motivating the team so that they are committed to achieving the goals of the department and ultimately the municipality
Client orientation and customer focus / Whether providing a service to an internal or external customer this means trying to determine the needs of the customer and then meeting those needs. At a minimum employees are required to react to queries, keeping promises, being honest in all their dealings, adhering to policies, procedures and delegations, keeping the client up to date, being friendly and helpful and solving problems quickly and without argument. Ideally managers are required to be proactive by trying to understand needs of the customer and providing an appropriate service based on these underlying needs
Service delivery innovation / This is about wanting to work well to achieve a high standard by trying to improve on the way things are done and by working towards achieving the work objectives. It is also about putting plans into action, meeting deadlines, taking initiative and solving problems to make sure that things get done. Employees do not wait to be told to do something but rather are encouraged to use their initiative to make sure that things get done accurately and efficiently.
Communication / Skills to be able to exchange information and ideas in a clear and concise manner appropriate for the audience in order to explain, persuade, convince and influence others to achieve the desired outcomes.
Accountability and ethical conduct / Must be able to display and build the highest standards of ethical and moral conduct in order to promote confidence and trust in the municipality
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