AMATHOLE DISTRICT MUNICIPALITY
To: The Municipal Manager
Date: 28July2015
Subject: Report on Performance Information Management
PERFORMANCE INFORMATION RESULTS
APRIL - JUNE
FOURTH QUARTER PERFORMANCE REPORT FOR 2014/2015 FINANCIAL YEAR
Contents
1. Introduction
2. Strategic (Institutional / Organisational) Level linked to the IDP
3. Early warning mechanisms
3.1 Departmental Reviews
3.2 Management Team Reviews
3.3 Management Team Reviews
3.4EXCO Reviews …………………………………………………………………………………………………………………………………….-6
4.Organizational Performance Management Report ON KEY PERFORMANCE AREAS…………………………………7-37
5. DEPARTMENTAL PERFORMANCE RESULTS ON SDBIP……………………………….……………………………………….38-41
6.Conclusion42
1. Introduction
Section 39 of the Municipal Systems Act 32 of 2000 requires municipalities to manage the development of the municipality’s Performance Management System (PMS); assign responsibilities in this regard to the Municipal Manager and submit the proposed system to the Municipal Council for adoption. This has been achieved with the adoption of the Performance Management Framework and 2014/15Service Delivery and Budget Implementation Plan.
2. Strategic (Institutional / Organisational) Level linked to the IDP
It is important at the Municipality, that the Council and management should have access to the appropriate information for considering and making timeous interventions to uphold or improve the capacity of its delivery systems. The performance of any municipality as a service delivery mechanism is fundamentally determined by factors enabling it to perform its Constitutional and statutory mandates. It is important that these causal and contributory factors for performance excellence at the municipality be measured to determine performance gaps timeously with the objective to respond with appropriate remedial interventions.
At a strategic level the five-year IDP of a municipality forms the basis for performance management, whilst at operational level the annual SDBIP forms the basis. The IDP is a long-term plan and by its nature the performance measures associated with it will have a long-term focus, measuring whether a municipality is achieving its IDP objectives.
The measures set for the Municipality at institutional level are captured in an institutional scorecard structured in terms of the preferred performance management model of the Amathole District Municipality which is the Key Performance Area Model. The measures at operational level are to be captured in the operational plans of the various Departments in the Municipality.
3. Early warning mechanisms
One of the key functions of a PMS is to serve as an early warning system to indicate so-called “gaps” in the levels of service delivery to the community. It is therefore imperative that especially the processes of regular monitoring, measurements and reviews are executed to timeously identify those areas within which performance levels are to be found below satisfactory.
The next section gives an indication of the frequency of reviews to be performed by the relevant structures.
Performance Review
ORGANISATIONALLEVEL / PROCESS / FREQUENCE
Institutional Service Delivery Capacity /
- Review institutional capacity for service delivery
- Annually
Performance of Strategy Implementation /
- Departmental reviews
- Review IDP and strategy
- Monthly and Quarterly
- Annually
Staff Performance /
- Review individual performance
- Quarterly
Below is a list of Reviews undertaken at Amathole District Municipality
3.1 Departmental Reviews (Take place Monthly)
It is intended that departments review their performance at least monthly. Decision-makers should be immediately warned of any emerging failures to service delivery such that they can intervene if necessary. It is important that departments use these reviews as an opportunity for reflection on their goals and programmes and whether these are being achieved. Minutes of these reviews should be forwarded to the performance management team. Changes in indicators and targets may be proposed at this meeting but can only be approved by the relevant portfolio committee, in consultation with the IDP/Performance Management Office.
3.2 Municipal Managers Reviews (Sits on quarterly basis)
Departments will then need to report on their performance in the required format to the municipal manager. Additional indicators that occur in the strategic and operational plans will also be reviewed. The formulation of a strategic scorecard and the process of review will be co-ordinated by the Performance Management team.
The Municipal Manager’s Review Panel will need to reflect on whether targets are being achieved, what are the reasons for targets not being achieved, where applicable, and corrective action that may be necessary. Where targets need to be changed, the Municipal Manager can endorse these, for approval by the Mayor. The Municipal Manager can delegate tasks to the performance management team in developing an analysis of performance prior to management team reviews.
3.3 Management Team Reviews
Each portfolio committee will be required to review the performance of their respective services against their service scorecard. The portfolio committee should appraise the performance of the service against committed targets. Where targets are not being met, portfolio committees should ensure that the reasons for poor performance are satisfactory and sufficient, and the corrective strategies proposed are sufficient to address the reasons for poor performance. Changes in indicators and targets that do not appear in the strategic scorecard may be proposed to and can only be approved by the relevant portfolio committee. Changes in indicators and targets that fall within the strategic scorecard will need to be approved by the Executive Committee.
3.4EXCO Reviews
On a quarterly basis, the Executive Mayoral Committee should engage in an intensive review of municipal performance against both the service scorecards and the strategic scorecard, as reported by the municipal manager.
Many of the indicators in the strategic scorecard will only be measurable on an annual basis. The quarterly reviews should thus culminate in a comprehensive annual review of performance in terms of both scorecards. The review should reflect on the performance of services and the strategic scorecard. The Executive Committee will need to ensure that targets committed to in the strategic scorecard are being met, where they are not, that satisfactory and sufficient reasons are provided and that the corrective action being proposed is sufficient to address the reasons for poor performance. The review should also focus on reviewing the systematic compliance to the performance management system, by departments, portfolio committees and the Municipal Manager.
3.5Council and Community Oversight (Through Rep Forum Meetings)
One of the objectives of the performance management system is to support oversight by the Council and community over the performance of the Executive Committee and Municipal Administration. The cycle of performance management as set out at the beginning of this section also highlights the importance of Council and community oversight in each of the stages of the cycle. It is therefore important to reflect briefly on this aspect and how it relates to the cycle and process of performance management in the Amathole District Municipality.
The general purpose of oversight is to ensure that government policies are properly and efficiently implemented, that government departments run smoothly and in line with their democratic mandate and that the law is upheld. Oversight is exercised in the interests of society in general and should ensure that the considerable powers that government executives and administrations assume are monitored to avoid abuse and under-performance.
In the municipal context oversight has two facets namely internal and external. The internal dimension refers to the oversight of Council over the performance of the Executive Committee and the Municipal Administration in line with the separation of powers between the Council, the Executive and the Administration. The external dimension refers to the community and other spheres of government’s oversight over the performance of a municipality as a whole.
It is important to note that reporting on performance as provided for in the framework will not in itself enable Councillors to fully exercise their internal oversight role effectively. Not everything a Department does would be reflected in quarterly performance reports or lends itself to review through key performance indicators and targets. In addition to the required performance reports; monthly progress reports are submitted to the relevant Portfolio Committee of Council dealing with the broader activities of each Department during the preceding month.
Below is the Fourth quarter reporting template for the month starting from April to June 2015.
1 / PERFORMANCE INFORMATION RESULTS4. (a) SUMMARY OF THE ORGANISATIONAL PERFORMANCE RESULTS ON THEFOURTH QUARTER
The following summary depicts organizational performance for the Fourth quarter.
KPA’s / No of targets as per SDBIP / TARGETSOutstanding Performance (5) / Performance Significantly above expectation (4) / Fully Effective (3) / Performance Not fully Effective (2) / Unacceptable Performance(1) / N/A
Municipal Transformation and Organisational/Institutional Development / 38 / 5 / 1 / 19 / 3 / 1 / 9
Good Governance and Public Participation / 34 / 0 / 3 / 31 / 0 / 0 / 0
Municipal Financial Viability / 16 / 3 / 1 / 10 / 0 / 0 / 2
Local Economic Development / 14 / 0 / 0 / 14 / 0 / 0 / 0
Basic Service Delivery / 35 / 4 / 3 / 24 / 0 / 2 / 2
TOTAL / 137 / 12 / 8 / 98 / 3 / 3 / 13
Overall Score = 122%
1 / PERFORMANCE INFORMATION RESULTS4.1 ORGANISATIONAL PERFORMANCE RESULTS ON KEY PERFORMANCE AREAS
4. 1.1 Targets Not Applicable for Quarter 4 ending 30June 2015
KEY PERFORMANCE INDICATORS WITH NOT APPLICABLE INDICATORSNo / KPI No / INDICATOR
QUARTER 4
MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENT
1. / 1
(Corp S) / % of new funded positions filled as per approved organogram
2 / 5
(Corp S) / No. of implemented programmes as per Human Resource Strategy implementation plan
3. / 9
(Corp S) / No. of programs implemented as per Human Resources Development Strategy
4 / 10
(Corp S) / No. of programs implemented as per Employment Equity Plan
5. / 17
(Less/BTO/Eng) / No. of developed and reviewed policies submitted to Council
6. / 20
(Strat) / No. of programmes implemented as per the IT Business Continuity plan/Disaster Recovery Plan
7. / 22
(Strat) / No. of programmes implemented as per IT Master Systems Plan
8. / 36
(Strat) / No. of reviewed ICT Risk Registers in Local Municipalities
9. / 37
(Strat) / No. of Corporate Services support initiatives implemented
BASIC SERVICE DELIVERY AND INFRASTRUCTURE INVESTMENT
1. / 43
(Eng) / No. of households with rain water tanks
2. / 57
(Com S) / No. of water outlets (fire hydrants) fitted for fire services use
MUNICIPAL FINANCE VIABILITY AND MANAGEMENT
1. / 92
(BTO) / Procurement and Implementation of the Meter Reading Management System
2. / 100
(BTO) / % update on automated Asset Register
4.1.2 MET TARGETS
4. 1.2 (a) Key performance Indicators Fully Effective with (scoring of 3) for Quarter 4 ending 30 June 2015
MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENTKEY PERFORMANCE INDICATORS FULLY EFFECTIVE (3)
QUARTER 4
No / KPI No / INDICATOR / TARGET / REASONS
1. / 2
(Strat) / Procurement and installation of a functional Biometric system / Quarterly report on the Installation of the system / Quarterly report, terminal Screen Shot, service providers report(payday) and the expenditure report are provided
2. / 3
(Corp S) / No. of staff leave reconciliation reports submitted to EMC / 1 Staff leave Q3 reconciliation reports submitted to EMC / Proof of submission to the EMC dated 24 March 2015 (for January) and 19 May 2015 (for February and March) are submitted with attendance register and reconciliation reports, where quarter 3 Management of leave was discussed.
3. / 4
(Corp S) / No. of Implemented programs as per Retention Strategy implementation Plan / Communicate employee benefits through printing and distributing booklets to ADM employees / Employee benefits have been communicated to ADM employees through printing and distribution of booklets. Copy of booklet and distribution registers are submitted reflecting dates of occurrence within quarter 3.
4. / 6
(Corp S) /
% budget spent on implementing Workplace Skills Plan. / 36% spent on the WSP Budget allocated to ADM / The department has spent 26% on WSP during quarter 4. This is because more budget has been spent in the previous quarters and the department has secured additional funds to deliver this quarter (total the budget has been used up). Expenditure report are submitted
5. / 8
(Corp S) / No. of training interventions conducted in line with the Workplace Skills Plan / Appointment of service provider to conduct 7 training interventions in line with the Work Skills Plan / Signed quarterly report on 7 trainings intervention conducted is submitted with details of each appointment, supporting evidence and attendance registers: - OD - ETDP from 22-26 June 2015. - Asset management training from 11-15 June 2015 - Principles of Payroll from 11-13 May 2015- Contract management from 15-17 April 2015- Health and safety from 27-28 April 2015- Skills Development Facilitator from 13-16 April 2015- ArcGIS Basic from 13-17 April 2015
6. / 15
(Strat) / No. of programmes implemented as per Knowledge Management Strategy / Progress report on the implementation of the strategy / Signed quarterly progress report on the establishment of the ADM resource hub, invoices of the procured E-books and resource material, progress report on the awareness programme conducted
7. / 19
(Strat) / No. of programmes implemented as per the ICT Strategic Plan / 1 programme implemented / A signed quarterly report on activities undertaken by IT, a Service provider report on the redesign and re-installation
8. / 21
(Strat) / No. of programs implemented as per GIS Strategy / Installation of property base workflow system / Signed quarterly report on activities undertaken by ICT, project managers report on implementation of property base workflow system for ADM and Local municipalities, service providers progress report (Geoilocate) together with the expenditure report
9. / 23
(Strat) / No. of programmes implemented as per the cooperate ICT Governance Framework / 1 programme implemented / Signed quarterly report on the activities undertaken by ICT, service providers report(Business connexion), COBIT implementation schedule and the ICT Capability and Competency Plan are provided
10. / 24
(Strat) / No. of programmes implemented as per the Policy Development and Research Management model / Hosting of 1 policy development awareness workshop / Signed quarterly report on the, proposed list of core team, core team attendance register dated 03/06/15, draft vision 2030 and progress report on MOU’s
11. / 25
(Strat) / No. of programmes implemented as per the Policy Development Framework / Development and printing of policy formulation leaflet/ catalogue / Signed quarterly report on the implementation of Policy Development Framework, assessment tool for the policy development awareness workshop,
12. / 29
(Strat) / No. of Quarterly organisational performance assessment reports / Q3 2014/15 Performance Assessment report / Q3 performance report, minutes of the HOD reviews together with the attendance register dated 21/04/15
13. / 30
(Strat) / No. of Quarterly Individual performance assessment reports / Q3 Individual Performance Assessment report 2014/15 / A signed 14/15 consolidated institutional individual performance assessment report: Q3 reviews together with individual performance management checklists
14 / 31
(All HoD) / No. of Departmental individual performance evaluation reports submitted to Strategic Planning / Q3 Departmental Individual performance evaluation report submitted to Strategic Planning / Signed quarterly report, consolidated report on individual performance management system evaluation, departmental checklist, memo for submission of certificates of assurance to individual performance management and the certificates of assurance submitted by all 7 Departments
15. / 32
(Strat) / Annual report submitted to Council / Design and Layout of the of the Annual Report / Copy of the designed and printed 13/14 ADM annual report and the expenditure report are provided
16. / 33
(LHSED) / No. of quarterly reports indicating compliance Sector Plans / Quarterly assessment report indicating compliance / Signed quarterly report on sector plan compliance together with the final Spatial Development Framework and the final SDF
17. / 34
(LHSED) / Implementation of recommendations of the Feasibility study on Shared services / Final Report on the Shared Services approach to Council / Signed quarterly report on implementation of feasibility study shared services recommendations, report on implementation of SPLUMA to council and council minutes dated 22/05/15 have been provided
18. / 35
(Strat) / No. of ICT support initiatives conducted in 5 LM’s / Develop a draft ICT master plan for 2 LM’s / ICT draft master plans(Ngqushwa, Great Kei, Nkonkobe, Nxuba and Amahlathi), project managers report, service providers close-out report and the expenditure report were provided
19. / 38
(LHSED) / No of LRSP projects implemented / Progress report on 3 LRSP projects implemented / On the 3 LRSP projects implemented under this target, 2 sub target have been achieved:
i) A copy of the final zone plan for Madwalweni compiled by Ilizwe town & regional planners is submitted
ii) A copy of the final zone plan for Elukhanyisweni compiled by Ilizwe town & regional planners is submitted iii) A report by conveyancer for Smith Tabata Attorneys is attached confirming the transfer portion 2 of the farm wortel from ADM to Nxuba on the 03 July 2015, certificates of registered title for Worteldrift, Cenyu settlement and Umgwali
4. 1.2(b) Key performance Indicators Above expectation with (scoring of 4) for Quarter 4ending 30 June 2015
MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENTKEY PERFORMANCE INDICATORS ABOVE EXPECTATIONS (4)
QUARTER 4
KPI No / INDICATOR / TARGET / REASONS
1. / 7
(Corp S) / No. of training interventions conducted in line with the Workplace Skills Plan / Conduct 1 training intervention in line with the Work Skills Plan / Signed quarterly report is submitted on the training intervention conducted through Wits Business School which is Municipal Finance and Supply Chain held on 25-27 May 2015, and MPAC training through Local Government Development Institute on 1-2/06/2015. Copy of the signed contract (MBD) is not submitted because a single source limited bidding was undertaken and approved by municipal manager on 18/05/2015. Expenditure reports are also submitted.
4. 1.2(c) Key performance Indicators with Outstanding performance with (scoring of 5) for Quarter 4 ending 30
June 2015
MUNICIPAL TRANSFORMATION AND INSTITUTIONAL DEVELOPMENTKEY PERFORMANCE INDICATORS WITH OUTSTANDING PERFORMANCE (5)
QUARTER 4
KPI No / INDICATOR / TARGET / REASONS
1. / 11
(Corp S) / % female representation compliance with the Employment Equity Plan / 0.5% increase in female representation in the whole institution / Report indicating achievement of 1 %( 9/753) and (763-9) =753) increase on female representation in the whole institution is submitted with a system printout that shows 9 new female employees employed during quarter 4.
2. / 12
(Corp S) / No. of programs implemented as per Health and Safety Strategy / Implementation of 2 programmes in line with the approved strategy / A Signed quarterly report with supporting evidence on 7 Occupational Health and Safety programmes and attendance registers are submitted reflecting the following trainings were done:
- Lung Infection Test on 08/05/2015
- Flue Vaccination on for all Local Municipalities during quarter 3.
- Health and Safety training from 27-28 /05/2015
- Health and safety meeting on the 09/06/2015
- Snake awareness 27 May 2015
3. / 13
(Corp S) / No. of programs implemented as per Wellness Strategy / Implementation of 2 programmes in line with the approved strategy / Signed quarterly reports with supporting evidence of attendance registers are submitted for:
- Financial management workshop held in Ngqushwa on 27 May 2015.
- Weight management programme for ADM employees and Local Municipalities for the month of May 2015 with attendance registers.
-Candle light workshop held in Amahlathi on 27 May 2015
-HIV/AIDS and STI workshop held in Nxuba, Mbashe and Great Kei during April 2015
4. / 14
(Corp S) / No. of programmes implemented as per the Labour Relations Strategy / Conduct 2 sessions to communicate Labour Relations Strategy / Signed quarterly report on sessions conducted to communicate Labour Relations Strategy is submitted with supporting evidence of attendance registers for the following workshops held in:
- Roadshow in Mbashe (ADM Offices) on 11/06/2015
- Middle drift on 21/05/2015
- Fort Beaufort on 22/05/2015
- Elliotdale 12/06/2015
5. / 28
(BTO) / % reduction in the number of deviations / Reduction in number of deviations by 0,5 % / A quarterly report is submitted to Council with calculations for quarter 3 deviations showing 79.31 %( (183.75-39)/183.75) reduction in number of deviations. Proof of submission to the council dated 22/05/2015 is also submitted.
1 / PERFORMANCE INFORMATION RESULTS
4.1.3 NOT MET TARGETS