PERFORMANCE MONITORING AND EVALUATION LEARNING EXCHANGE PROGRAM

Transcription

1 PERFORMANCE MONITORING AND EVALUATION LEARNING EXCHANGE PROGRAM

2 Performance Monitoring & Evaluation Performance Management is a legislative requirement in terms of chapter 6 of the Municipal Systems Act. PME Key Mechanism to monitor, evaluate, review and report on the Implementation of the Municipalities objectives outlined in the Integrated Development Plan If we are to improve our performance we have to reflect on what we are doing, what we are achieving against what we set out to achieve, and why deviations are occurring, or unexpected results occurring. We cannot advance without making mistakes on the way, but we must evaluate and learn from our successes and our mistakes. Without this we cannot improve. Collins Chabane

3 Legislation and Policies The Constitution of the Republic of South Africa Municipal Systems Act (2000) Municipal Finance Management Act (MFMA) Municipal Structures Act Local Government White Paper (1998) Regulations of the Systems Act Performance Frameworks Government Wide M & E Framework

4 Why PME is important Monitoring, evaluation and reviewing constitutes a process to assess performance of the municipality. Monitoring and evaluation are crucial to: Ensure the implementation of plans and projects to ensure service delivery; Measure the development impact of plans/projects; and ensure the efficient utilisation of resources. Measures performance at an organisational and individual level KPI s and performance targets will be used as a yard stick to measure performance and to rectify shortcomings. Monitoring is a continuous activity to measure KPI s and performance targets. It will provide project information to management. Monitoring includes the systematic collecting of information to enable management to evaluate whether project implementation is proceeding as it should.

5 BALANCED SCORECARD INTEGRATED REPORT CUSTOMER Looks at the organization through the eyes of its customers. INTERNAL PROCESSES Reports on the efficiency of internal processes and procedures. FINANCIAL Monitors the organization s financial performance, which indicates whether the strategy, implementation and execution are contributing to the bottom line improvement. LEARNING AND GROWTH Reflects the commitment of the organization to grow and adapt to change. (Kaplan and Norton, 1992)

6 National KPA Municipal Institutional Development and Transformation Basic Service Delivery 8 Point Plan Good Governance and Responsive Local Government Creating a Platform for Growth, Empowerment and Skills Development Develop and Sustain the Spatial, Natural and Built Environment Creating a Quality Living Environment Fostering a Socially Equitable Environment Financially Accountable and Sustainable City Local Economic Development (LED) Developing a Prosperous, Diverse Economy and Employment Creation Embracing Cultural Diversity, Arts and Heritage Municipal Financial Viability and Management Financially Accountable and Sustainable City Good Governance and Public participation Good Governance and Responsive Local Government

7 IDP TO SCORECARD TO SDBIP IDP Strategic Goals of the Organisation Story Format Plain English Easy to read and understand KPAs, 8 Point Plan, SFA SCORECARD Measurable document Strategic Indicators Outcome based Linked to SFA SMART Monitored, evaluated and managed SDBIP Supports/Gives effect to the Indicators Operational programmes and Projects Linked to SFA Linked to Scorecard Indicator SMART Monitored, Evaluated and Managed

8 ORGANISATIONAL PERFORMANCE IDP Organisational Scorecard SDBIP (BUDGET) Business Plans Project Plans INDIVIDUAL PERFORMANCE CITY MANAGER DEPUTY CITY MANAGER HEADS DEPUTY HEADS/ SENIOR MANAGERS MANAGERS SUPERVIS ORS OTHER STAFF

9 National Treasury (2007)

10 RESULTS DRIVEN PERFORMANCE IMPACT WHAT WE AIM TO CHANGE OUTCOME WHAT WE WISH TO ACHIEVE OUTPUT WHAT WE PRODUCE OR DELIVER ACTIVITIES WHAT WE DO INPUTS WHAT WE USE TO DO THE WORK ECONOMIC GROWTH/ WEALTH CREATION JOB CREATION/SERVICE DELIVERY COMPLETION OF PROJECTS PROJECTS/PROGRAMMES BUDGET/RESOURCES

11 Scorecard Key Performan ce Indicator What is it that will be measured The number of consumer units provided with access to a FREE basic level of potable WATER Annual Target 2010/11 Annual target for the financial year Target as at 30 th March 2014 Accumulat ed target to date Status as at 31 March 2014 What has been achieved to date Achieved/ Not achieved Has the target been achieved? Performan ce Indication A flag of whether the target has been met Achieved J Availability of Vehicles 95% 95% 92% Not achieved L Reasons for nonperformanc e N/A Delays in the delivery of spare parts. Measures taken to improve performanc e What is being done to improve performance where the target has not been met Implementation of 10 spare part contracts with the Original Equipment Manufacturers (OEM).

12 SDBIP Plan: 7 Plan Owner: City Manager Operating Budget: R10 m for entire Plan Capital Budget: R103.2 m for entire Plan Programme Programme Driver Project Unit Of Mea sure Annual Target Q1 - Sep Actual for Q1 Reasons for Non- Performance Measures Taken to Improve Provide effective tools for Managemen t and Performanc e Monitoring and Evaluation Nirmala Govender Review and enhance ment of developed applications % IT resource resigned and there were delays in obtaining a new resource who then had to start afresh 1. Requirements were reprioritised. 2. Additional support brought in. 3. Work schedules reprioritised. 4. Overtime worked.

13 How are targets set and reviewed? Targets are based on, access modeling, previous years actual status, research information or best practices. Targets are reviewed every 6 months. 5 Year targets are set before the start of the 5 year cycle and are also reviewed annually.

14 Reasons for non-performance / Measures taken to improve performance The completion of the Measures to improve column is required by the Systems Act legislation. Target not met - reasons for non-performance must be indicated management action Actions (measures) to improve performance so by year end, target is met

15 BACK TO BASICS APRIL-MAY 2014

16 5 PILLARS OF BACK TO BASICS Service Delivery Creating decent living conditions Good Governance & Administration Public Participation Financial Management Institutional Capacity

17 AIM OF BACK TO BASICS Serve our communities better - provision of basic needs of communities Build a responsive, caring and accountable local government Ensure improvement in performance of local government Recognise & reward good performance

18 Individual Performance Management Systems MFMA BUDGET, SDBIP AND S57 PA s Deadlines (Sections 53, 69 and 75) BUDGET is approved and PA s for S57 are concluded {S53 (1)(c)(i and iii)} 14 days DRAFT SDBIP AND S57 PA s are submitted to the Mayor {S69 (3)} SDBIP is approved by the Mayor {S53 (1)(c)(ii)} 14 days S57 PA s published by the Mayor and placed on the website by the MM {S53 (3)(b) and 75 (1)(d)} PA s submitted to MEC and the national minister: LG, 14 days after conclusion

19 The Annual Report PURPOSE OF THE ANNUAL REPORT Provide record of the activities of the municipality and entities in the Financial Year ANNUAL REPORT Report on performance of service delivery and budget implementation for the financial year Promote Accountability

20 Linkages IDP (Objectives) SCORECARD (What) BUDGET SDBIP (How) IPP (Who)

21 Process Related Challenges Deadline not adhered to Frequent changes requested by stakeholders Several and often conflicting/ duplicated data requests from spheres of government User understanding of the business processes Inappropriate information captured Interpretation of legislation Rand values in legislated KPI s not practical. Lack of public participation

22 Addressing Challenges Communication with owners - Training/ knowledge sharing sessions; guidelines; s Communicate challenges to stakeholders & spheres of Government Feedback sessions held regularly (after reporting) No evidence/ no reporting = not achieved Critical review of report content Link to Individual Performance Plans Education sessions/ workshops

23 RESPONSIBILITIES City Manager Deputy City Managers Plan Owners Performance Monitoring and Evaluation Unit Recommends and submits Performance Information for approval Own the IDP plans and responsible for ensuring Performance Monitoring and Evaluating Performance for the Org Senior Management team Plan Representatives Programme Drivers Project Managers Plan/Undert ake and Manage performance

24 RESPONSIBILITIES Citizens Exco/Council Support/Portfolio/Ove rsight Committees Audit Committee - External Internal Audit Auditor General Prov/Nat COGTA/Treasury Participate on performance and KPIs Recommend and Adopt performance reports Review reports on performance quarterly Reviews and provides oversight on performance Audit and report on performance Annual Audit and report on performance Review quarterly and annual Perf Information

25 Challenges Not SMART enough Not strategic enough User Interface IT challenges Reporting Deadlines Budgets

26 Addressing challenges Determining Ultimate Outcomes and Immediate Outcomes Reviewing and identifying strategic KPI s with SMART targets Risk Assessment of all KPI s with Mitigation identified Limit to Strategic KPI s Review reporting deadlines Monitor budget and actual Variance reporting

27 Lessons learned Keep things simple Try to keep requirements to a minimum Evidence is critical Plan owner approval is vital Consultation and unit level discussions must take place Review of content (reasons/ measures to improve for appropriateness/ relevance) Perform comparisons to previous reporting periods Attempt to understand operating environments Importance of communication

28 LESSONS LEARNT Oversight and support of Top Management and Council Roles and responsibilities of all stakeholders must be understood Buy-in from all Management and staff Public Participation process critical Communication of Performance process Skilled and committed Staff Compliance to Legislation critical deadlines/evidence Efficient tools to be in place

29 Key Issues Underpinning the Success of PME Top Management and council to drive the system; The Municipality s Integrated Development Plan to be communicated Municipalwide; A need for clarity regarding the strategy of the Municipality Channels of communication needs to be in place; A clear understanding and appreciation of the value of having a performance measurement system; The development of employees identified through the Performance Monitoring and Evaluation process; There should be a change management strategy in place; The framework for achieving goals should also be SMART; Management need to be aware of employees progress; Review team goals at least once a month; and Performance Monitoring and Evaluation should be considered as an on going process.

30 Who contributes to the success of PME? Citizens of ethekwini Municipality Council Executive Committee Committees of Council City Manager Deputy City Managers Plan Owners Senior Management team Performance Monitoring and Evaluation Unit Plan Representatives Programme Drivers Project Managers Internal Audit Auditor General Audit Committee National and Provincial COGTA and Treasury

31 PERFORMANCE OF THE CITY Management ethekwini = Councillors Citizens

32 Working together you can achieve more IDP PME Budget

33 Nirmala Govender Head: Performance Monitoring and Evaluation VISION: Being Africa s most caring and liveable city by 2030 THANK YOU