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Sidwell Mofokeng Vice President

Indaba 2014- East London ICC. Sidwell Mofokeng Vice President. CONSEQUENCS OF POOR PERFORMANCE. Results of non-service delivery can have a detrimental effects…...wmv. Outline. Where are we at as Mayors in exersing effective role? Legislative Environment

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Sidwell Mofokeng Vice President

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  1. Indaba 2014- East London ICC Sidwell Mofokeng Vice President Institute of Municipal Finance Officers

  2. CONSEQUENCS OF POOR PERFORMANCE • Results of non-service delivery can have a detrimental effects…...wmv

  3. Outline • Where are we at as Mayors in exersing effective role? • Legislative Environment • Govt Planning & Performance Systems • Performance Management System Cycle • Monitoring Model • Reviewing • Auditing • Proposed Approach to Monitoring & Evaluation • Challenges • What needs to be done Institute of Municipal Finance Officers

  4. DELEGATION SYSTEM • Community • Council • EXCO/Mayco • Council Committees – Section 79( including MPAC and 80 • Audit Committee/ Performance Audit Committee • Senior Management • Sub-delegation Institute of Municipal Finance Officers

  5. WHERE DOES THE OVERSIGHT ROLE STARTS 1.Integrated Development Plan (IDP) Process Plan Five Phases (Analysis, Strategies, Projects, Integration & Approval. 2.Annual Budget 3. Service Delivery Budget & Implementation Plan Corporate Objectives, Baseline, Indicators (Input/Output/Outcome), Targets 4.Performance Agreements Performance Plans/Performance Scorecards 5.Performance Evaluations 6.In-year Reports and All Reports Quarterly Reports (MFMA Reg 2009) – Quality Certificate Midyear Reports (MFMA Sec 72) – Quality Certificate Annual Performance Reports (Structures Act) –Auditor-General Report/Opinion Annual Reports (Section 121) – AG Report/Opinion/Oversight Report3. Institute of Municipal Finance Officers

  6. Planning • Involves the development of an organizational strategic plan and the cascading of this plan to all structural levels within the organization. ( Mayor/ Executive Mayor) Set the tone on Top • Includes the development of individual performance plans (key performance areas).The planning process also involves the setting of measurement frameworks (performance indicators and targets). • Performance Planningensures that the strategic direction of the Municipality more explicitly informs and aligns the IDP with all planning activities and resource decisions. This is the stage where Key Performance Area’s and Key Performance Indicators are aligned to the IDP and national requirements, and targets are set. • IDP and the Draft budget

  7. Monitoring • Involves the development of mechanisms and systems to monitor the implementation of plans. • Includes elements such as reporting frameworks, tracking systems (e.g. logging of customer complaints) and feedback mechanisms (customer surveys).

  8. Measuring • Involves measurement against targets that have been set( Predetermined objectives) Measurement also includes mechanisms such as benchmarking (measuring against sector/industry standards) • It is an on-going process to determine whether performance targets have been met, exceeded or not met. Projections can also be made during the year as to whether the final target and future targets will be met. It occurs during key points in a process – for example, on a quarterly and annual basis.

  9. Evaluation • Analyses why there is under-performance or what the factors were, that allowed good performance in a particular area. Where targets have not been met, the reasons for this must be examined and corrective action recommended. • Evidence to support the status is also reviewed at this stage. An additional component is the review of the indicators to determine if they are feasible and are measuring the key areas appropriately. • A corporate analysis of performance will be undertaken by the Performance Management Unit, to examine performance across the municipality in terms of all its priorities.

  10. Reporting • Entails reporting twice a year to management, the performance audit committee, council and the public. • In addition, a quarterly report is also prepared and sent to Internal Audit to be audited, prior it being sent to council and the performance audit committee.

  11. Review Performance Management Process General KPI’s Planning process – (IDP) that includes Development Priorities and objectives Community Participation Report Set KPI’s Community Participation Set Measurable Targets Improve Performance Monitor Performance Review and Measure Performance Provincial Intervention when necessary Community Participation

  12. Presentation Outline1 WHERE DOES THE MAYOR START 2 • IDP CYCLE • IDP Steering Comm ( Management PMT) • Stakeholder Performance AC & AC • Process Plan outline responsibilities of all Stakeholders • IDP will follow process – Public partcicpation • Draft budget • After Council approval of the IDP the may or must of SDBIP with a contract with Council • Mayor must ensure that performace contracrt are signed • Performance Agreement informed by Framework and Policy and the ACT • SBDIP must be presented to the public however this would have been • SDBIP is an agreement of Mayor and council Institute of Municipal Finance Officers

  13. WHERE DOES THE MAYOR START 4 Supporting structures to the Executive Mayor are supporting • Management – implements and accounts • PaC/AC advice, review and give assurance (through internal audit process -MMCs and section 80 -Monitor and Evaluate per department • Mayco/ Exco oversight • Council Approve • MPAC – interrogate as per council mandate - Institute of Municipal Finance Officers

  14. WHERE DOES THE MAYOR START 5. • PERFORMANCE Management Staff Regulations • Performance is driven by section 56 employees the role of the mayor • Constituting the panels • MM conduct Informal assessments quartely as per act and regulations 805 • Formal assessments twice a year • SBDIP BUDGET adjustments • Adjust the organisational performance • Adjust Predetermined objectives • Panels and the PaC/AC Institute of Municipal Finance Officers

  15. WHAT NEED TO BE DONE 1. Remedial Action Plan for Predetermined Objectives • Review and revise performance targets and projections in Organisational SDBIP • Review performance management process • Review performance measuring instrument • Review and revise performance management policy • Develop performance management framework • Develop user guidelines for performance measuring instrument • Develop framework for credible performance evidence.

  16. WHAT NEED TO BE DONE 2. • Expedite the current review of the M&E System to ensure that it generates reliable and timely information for decision making, in order to improve government’s delivery machinery, improves policies and accountability • Strengthen the capacity of the Delegation Systems at local government • PMS/Internal Audit must work together to support processes • Strengthen support of the internal/external audit processes • Support internal/external committees (Oversight/Audit Committee to do their work diligently • Strengthen Council Oversight Role • Capacity building of the MPAC to execute its mandate • Council being decisive in acting of MPAC recommendations • Continuous training and development VERY essential – PMS evolving all the time

  17. WHAT NEED TO BE DONE 3. • Develop a framework of how to address the identified gaps and challenges; • Stick to the planning ethos (i.e. IDP Guide Packs!) • Review of Institutional Arrangements (that can work best for us (not to loose focus!) • Align the planning instruments at municipal level: • IDP , SDBIP, LGTAs, Outcome Based Approach, NDP (Develop aligned SDBIP scorecards for implementation with clear KPIs and targets) • Resuscitate and sustain planning tools (don’t steer away from what you know best, what works best and how to do it better!): • Develop: • Clear and concise planning frameworks • Timelines • Responsibilities • Strengthen local structures • District-wide IDP Steering Committee

  18. WHAT NEED TO BE DONE 4. • Redefine the assignment responsibilities to Council, Mayor, Officials and Municipal Managers and Section 57: • For better preparation and readiness • For improved implementation • Sustain the performance monitoring and evaluation system • Form should follow function • Hence clarity on function crucial • First function and buy-in, then the rest Institute of Municipal Finance Officers

  19. ReviewCurrent State of Performance Information Risk Management Internal and External Auditing

  20. Review Performance Management Process General KPI’s Planning process – (IDP) that includes Development Priorities and objectives Community Participation Report Set KPI’s Community Participation Set Measurable Targets Improve Performance Monitor Performance Review and Measure Performance Provincial Intervention when necessary Community Participation

  21. ROLE OF ADMINISTRATION AND POLITICAL LEADERSHIP IN PERFORMANCE MANAGEMENT PROCESS INTERNAL AUDIT ACCOUNTING OFFICER AND SENIOR MANAGEMENT TECHNICAL STEERING COMMITTEE RISK MANAGEMENT AND ANTI-CORRUPTION ICT STEERING COMMITTEE PERFORMANCE AUDIT COMMITTEE EXECUTIVE MAYOR AND MAYCO SECTION 80 COMMITTEES AUDIT COMMITTEE COUNCIL MPAC

  22. Evaluation of the Speaker, Executive Mayor and Senior Management on the Functionality of Performance Audit Committee and Audit Committee: • Both committees’ work was of high quality and their output is commendable. A huge amount of audit documentation has been dealt with and they fulfilled their mandates. • The overall performance of the Audit and Performance Audit Committees were better than expected and they have received the full support of management. • It is worth highlighting that the current Audit and Performance Audit Committees have added value to the Municipality as already, we have observed noticeable changes including attitudes of staff and management regarding the Internal Audit matters. Management has noted that there was a positive contribution to the Financial and Risk Management matters.

  23. Evaluation of the Speaker, Executive Mayor and Senior Management on the Functionality of Performance Audit Committee and Audit Committee:

  24. CONCLUSION • Audit Steering Committee meetings convened on weekly basis-chaired by MM • Standing items-OPCA action plans • Obligatory attendance-Senior Management Team • Progress report presented to PaC/AC, MayCo & Council and MPAC.

  25. The Institute • A professional body in local government finance that was established in 1929 • A Section 21 company, registered as an Association Not for Gain • A SAQA Accredited Professional Body • A constructive role player in policy formulation processes in local government finance and related professions Institute of Municipal Finance Officers

  26. IMFO THANK YOU ? Institute of Municipal Finance Officers

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