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Welcome to IMFO

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Includes elements such as reporting frameworks, tracking systems (e.g. logging of customer complaints) and feedback mechanisms (customer surveys). – PowerPoint PPT presentation

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Title: Welcome to IMFO


1
Indaba 2014- East London ICC
Sidwell Mofokeng Vice President
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

4
DELEGATION SYSTEM
  • Community
  • Council
  • EXCO/Mayco
  • Council Committees Section 79( including MPAC
    and 80
  • Audit Committee/ Performance Audit Committee
  • Senior Management
  • Sub-delegation

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.
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 Planning ensures 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 Areas 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 KPIs
Planning process (IDP) that includes Developmen
t Priorities and objectives
Set KPIs
Report
Community Participation
Community Participation
Set Measurable Targets
Monitor Performance
Improve Performance
Review and Measure Performance
Provincial Intervention when necessary
Community Participation
12
Presentation Outline1
WHERE DOES THE MAYOR START 2
  1. IDP CYCLE
  2. IDP Steering Comm ( Management PMT)
  3. Stakeholder Performance AC AC
  4. Process Plan outline responsibilities of all
    Stakeholders
  5. IDP will follow process Public partcicpation
  6. Draft budget
  7. After Council approval of the IDP the may or
    must of SDBIP with a contract with Council
  8. Mayor must ensure that performace contracrt are
    signed
  9. Performance Agreement informed by Framework and
    Policy and the ACT
  10. SBDIP must be presented to the public however
    this would have been
  11. SDBIP is an agreement of Mayor and council

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
  • -

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

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 ME System to
    ensure that it generates reliable and timely
    information for decision making, in order to
    improve governments 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 (dont
    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

19
ReviewCurrent State of Performance Information
Risk Management
Internal and External Auditing
20
Review Performance Management Process
General KPIs
Planning process (IDP) that includes Developmen
t Priorities and objectives
Set KPIs
Report
Community Participation
Community Participation
Set Measurable Targets
Monitor Performance
Improve 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
CRITERIA CRITERIA SCORE SYMBOL
Composition and Quality ? ?
Understanding Business and Risks ? ?
Oversight of Internal and External auditors ? ?
Process and Procedure ? ?
Communication ? ?
Oversight of Internal Controls, Risk Management, Governance, and Financial Reporting ? ?
Leadership of the Chairperson ? ?
Overall Performance ? ?
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

26
IMFO
  • THANK YOU
  • ?
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