SENIOR MANAGEMENT CONFENRENCE FREE STATE Presenter: Kadimo Masekoane - PowerPoint PPT Presentation
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Title: SENIOR MANAGEMENT CONFENRENCE FREE STATE Presenter: Kadimo Masekoane
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SENIOR MANAGEMENT CONFENRENCEFREE
STATEPresenter Kadimo Masekoane
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Presentation Overview
- Introduction and background
- Progress to date
- Overall challenges
- Current initiatives to address the challenges
- Addressing the challenges 2008-2011
- Conclusion
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1. Introduction and background
- Chapter 6 of the Municipal Systems Act , 32 of
2000 and the LG Municipal Planning and
Performance Management System entails the
development of the Performance Management System
stipulates that amongst others a municipality
must - Establish PMS that is in line with the
priorities, objectives, indicators and targets
contained in the IDP. Promote a culture of PMS
among political structures - PMS must be adopted by the municipal council
- Establish mechanisms to monitor and review its
PMS - Establish a process of regular reporting to the
council, other political structures, public and
other organs of state. Preferable quarterly
reviews should be held to track progress in the
implementation of the SDBIP - Audit performance measurements through the
Internal Auditor (some municipalities do not even
have the Internal Audit Unit) and the AG will
that annually - Prepare, within three months of the end of the
financial year an annual performance report that
satisfies both the MSA (Sec 46) and the MFMA Sec.
This report must be adopted by Council. Council
must compile an oversight report on the
performance of the municipality - Submit both the annual and the oversight report
to the MEC for Local Government
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1. Introduction and background
- Section 46 (1), states that, a municipality must
prepare for each financial year a performance
report, reflecting the performance of the
municipality and of each external stakeholder
during that financial year, compare with targets
and indicate measures to improve performance - Similarly, Section 47 states that, the MEC for
Local Government must annually compile and submit
to the provincial legislatures and the Minister a
consolidated report on the performance of
municipalities in the province, reflect
underperforming municipalities and propose
remedial actions to be taken and - This report is presented in terms of Section 48
of the Municipal Systems Act, no 32 of 200 which
requires that, the Minister to compile and submit
a consolidated report to Parliament and to MECs
of Local Government on municipal performance
according to the general key performance
indicators and the report must be published on
the government gazette. These indicators are
prescribed in the Municipal Planning and
Performance Regulations (2001)
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2. Progress
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2. What has been achieved - Nationally
- Generally implementation of Organisational PMS is
poorly implemented in all the provinces - The dplg conducted an audit of PMS implementation
in 2006 and the results showed that only 27 of
municipalities are implementing PMS in terms of
the MSA - The current reports from provinces show slight
improvement with more that 50 of municipalities
implementing PMS - There is some indication of the oversight role
played by the municipal councils in some
provinces
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2. Adoption of Performance Management Systems
Framework
Analysis Implementation of Performance
Management System shows Improvement with rating
between 11 in Eastern Cape and 87 in Limpopo.
With FS showing only 29
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2. Compliance with sec 46
- Analysis 62 of municipalities submitted their
sec 46 reports. Only Western Cape and Mpumalanga
municipalities had 100 sec 46 of the MSA. FS had
only 60 of their municipalities submitting their
sec 46 reports
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PMS Implementation in Free State Province 2008
Analysis Although 3 of the components are over
80, most municipalities do not comply with
important sections of the Act e.g. Audit
Committees and submission Of the annual reports.
This corresponds with the reports from the AG
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3. Overall challenges
- 3.1 Lack of capacity and expertise at
municipal level to plan, implement, monitor,
report and evaluate municipal performance. The
position of the PMS champion is currently at a
level below Section 57 Managers leading to
accountability and compliance challenges. - 3.2 Municipal councils and provincial
legislatures play a limited oversight role in
ensuring compliance to Sec 46 and Section 47,
respectively. - 3.3 Absence of prescribed format and
guidelines for the MSA municipal performance
reporting has led to difficulty in analysing and
interpreting the data received from provinces. - 3.4 Lack of a systematic approach to the
monitoring, reporting and evaluation of local
government by the dplg and other stakeholders
results in duplication of efforts. There is a
need to streamline reporting and timeframes. - 3.5 Poor linkage of the organisational
Performance Management Systems (PMS)
implementation to the Integrated Development
Planning process and Service Deliver Budget
Implementation Plan.
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Overall challenges cont.
- Implementation of Performance Management System
started in 2001 and all municipalities were
required to fully implement by 2006. An audit of
Organisational PMS which was conducted in 2006
revealed that only 27 municipalities were
implementing PMS. - Amongst others the following major challenges
were identified - PMS is an add-on function to other existing
functions - Lack of knowledge and expertise to develop
organisational PMS - Lack of oversight role played by legislature,
municipal councils and communities
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5. Way forward and future outlookOUTLOOK
2008-2011(Addressing the overall challenges)
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Addressing challenges
- Improving the implementation of PMS in the
municipalities - Development and implementation of a National PMS
Implementation Strategy - Profiling of municipalities performing below
selected PMS development and implementation
standards to ensure targeted strategic
interventions - The dplg in partnership with the Provincial
Departments of Local Government are currently
providing technical hands-on support to
identified municipalitiies in 5 provinces and
Thabo Mofutsanyana is one of the five. - A draft PMS Good Practice Model and Toolkit has
been developed and will be replicated to identify
municipalities lagging behind with the PMS
implementation. - Review of dplgs Performance Management
Guidelines for municipalities (2001) to ensure
synergy with the MFMA. 6.9 Harmonization,
alignment and integration of MSA and MFMA
reporting requirement and timeframes. To
implement PMS
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Addressing challenges cont..
- Capacity Building
- 5.7 SALGA capacity building interventions will be
strengthened to support municipal councils in
providing their oversight role in the
implementation of Performance Management Systems
to ensure compliance with Sec 46. - 5.10. In particular, focus will shift towards
capacity building to carry out mandated
service-delivery responsibilities for the entire
municipal area. - 5.11. Implementation of the 5-Year Local
Government Strategic Agenda will focus on the
mobilisation of national and provincial
departments, SALGA and other relevant strategic
partners to build capacity in municipalities - Monitoring and Reporting
- 5.8. Standardization of reporting formats for Sec
46, Sec 47 Sec 48 in line with the 5-Year Local
Strategic Agenda. - 5.9. The dplg, together with the provincial
departments of local government will develop a
systematic approach to the monitoring, reporting
and evaluation of local government
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6. Process towards the drafting of the next
reports
- A national template has been developed to guide
provinces to compile their section 47 reports,
and the process for 2006/07 has already started. - Hands-on support will be provided to provinces to
finalise their section 47 reports. - Discussions are underway with National Treasury
and the Office of the Auditor General to
streamline, standardise and confirm timeframes
for reporting by municipalities.
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7. Conclusion
- The first Section 48 report on municipal
performance that was presented to Parliament in
June 2008 since the adoption of PMS in 2001 has
revealed the extent to which further investment
is needed to assist municipalities to effectively
implement both organisational and individual PMS - Thank you
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