Mayors foreword

7.3 INTEGRATED TRANSPORTATION PLAN

The Mbhashe Municipality does not have its own adopted Transport Plan. However, the Amathole District Municipalities District Integrated Transport Plan is applicable to

Mbhashe.

7.4 LAND REFORM AND SETTLEMENT PLAN

The Mbhashe Municipality does not have an officially adopted Land Reform and Settlement Plan. However, the Amathole District Municipalities District Land Reform and Settlement Plan are applicable to Mbhashe.

7.5 COASTAL ZONE MANAGEMENT

The Mbhashe Municipality have a draft Coastal Zone Management Plan which incorporates the Environmental Plan. However, the formulation of a Coastal Zone Management Plan has been identified as a project in the previous year and was put in the IDP.

7.6 INTEGRATED DISASTER MANAGEMENT PLAN

The Mbhashe Municipality has a draft Integrated Disaster Management Plan. In doing the plan relevcant legislation is considered and the ADM’s distaster plan is considered too; those assisted us to formulate our own.

7.8 COMMUNICABLE DISEASES (HIV/AIDS) PLAN

The Mbhashe Municipality does not have a Communicable Diseases Plan. However, the formulation of a Communicable Diseases (HIV/AIDS) Plan is on the card.

7 – PERFORMANCE MANAGEMENT

INTRODUCTION

The performance management system represents a revised performance management framework for Mbhashe local municipality.

It outlines the objectives, principles, processes, procedures and the model that guides how the municipality implements its performance planning, monitoring, review, reporting, auditing and evaluation.

It further, identifies the key stakeholders and their respective roles in the managing of municipal performance management. Once adopted by council it will be binding on all in the municipality as a policy framework for implementing performance management.

In August 2001 regulations on municipal planning and performance management were published by Department of Provincial and Local Government (dplg) to further explain the requirements of the LG Municipal Systems Act 32 of 2000.

According to the regulations a municipal PMS must ensure that it:

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  complies with all the requirements set out in the Municipal Systems Act;
  
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  demonstrates how it is to operate and be managed from the planning stage up to the stages of performance and reporting;
  
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  clarifies the roles and responsibilities of each role-player, including the local community, in the functioning of the system;
  
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  clarifies the processes of implementing the system within the framework of the integrated development planning process;
  
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  determines the frequency of reporting and the lines of accountability for performance;
  
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  relates to the municipality's employee performance management processes;
  
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  provides for the procedure by which the system is linked to the municipality's integrated development planning processes;
  

In terms of section 53 of the Municipal Finance Management Act (MFMA) 2003, the mayor of a municipality must take reasonable steps to ensure that the annual performance agreements of the municipal manager and all senior managers are linked to the measurable performance objectives approved with the budget and to the service delivery and budget implementation plan; and are concluded in accordance with section 57(2j of the Municipal Systems Act.

Coupled with the MSA: 2000, the MFMA: 2003 provide for the development of a mid-term budget and performance assessment of the municipality. The development of the mid-year budget and performance assessment report should give an indication on the progress made by the municipality for the past six months. The MFMA requires that the accounting officer of the municipality take into account the performance of the municipality against the performance expectations set by senior managers and their departments.

PERFORMANCE MANAGEMENT OBJECTIVES

The rationale for introducing performance management in our municipality goes beyond mere compliance with policy and legislation requirements. Through our PMS, we seek to achieve the following objectives:

Increased accountability

It is the intention of this council that the performance management system must be implemented in a manner that ensures increased accountability between:

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  The residents of the Mbhashe Local and the municipal council,
  
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  The political and administrative components of the municipality,
  
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  Each department and the executive office.
  
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  Between Municipal manager and his direct reports (otherwise commonly known as senior managers or section 56 & 57 managers)
  
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  Between each employee and the organization or employer representative (supervisor)
  

Stakeholders

The following figure identifies key stakeholders and outlines their respective roles and responsibilities in the discharge of performance management activities or processes.

Table : Stakeholder Roles and Responsibilities

STAKEHOLDERS	PERFORMANCE PLANNING	MEASUREMENT AND ANALYSIS	PERFORMANCE REPORTING & REVIEWS
IDP Rep Forum	Be consulted on needs Develop the long-term vision for the area Influence the identification of priorities Influence the choice of the indicators and setting of targets		Be given the opportunity to review municipal performance and suggest new indicators and targets
Council	Facilitate the development of a long-term vision Develop strategies to achieve vision Identify priorities Adopt indicators and set targets		Review municipal performance bi-annually
Portfolio (s79) Committees	Influence the preparation of the SDBIP Scorecards Ensure involvement of communities in setting of municipal targets	Monitor performance of relevant services	Receive reports from service managers Review monthly SDBIP Scorecards Report to Exco Adopt corrective actions where necessary and recommend to Exco
Executive Committee	Play a leading role in giving strategic direction and developing strategies and policies for the municipality Manage the development of an IDP Approve and adopt indicators and set targets Communicate the plan to other stakeholders		Conduct the major reviews of municipal performance, determining where goals had or had not been met, what the causal reasons were and to adopt response strategies
The Management Team	Assist the Executive Committee in: Providing strategic direction and developing strategies and policies for the municipality Manage the development of the IDP Ensure that the IDP is integrated Identify and propose indicators and targets Communicate the IDP to other stakeholders Develop SDBIPs and Budget	Regularly monitor the implementation of the IDP, identifying risks early Ensure that regular monitoring (measurement, analysis and reporting) is happening in the organization Intervene in performance problems on a daily basis	Conduct quarterly reviews of performance Ensure that performance reviews at the political level are organised Ensure the viability of information Propose response strategies to the Executive Committee Report to Exco
Internal Audit			Produce Quarterly Audit Reports for the Municipal Manager and Audit Committee
Audit Committee			Review internal Audit Reports Assess system and indicators Provide audit report twice annually to Council