Performance Management
The purpose of the Performance Management System in Bergrivier Municipality is to provide a comprehensive plan to help the municipality to manage the process of performance planning and measurement effectively. It serves as a primary mechanism to monitor, review and improve the implementation of the IDP.
The core of the organisational performance management system is the SDBIP (Service Delivery and Budget Implementation Plan). It serves as the source of holding administration, especially management, responsible and accountable for performance. A well formulated SDBIP will ensure that the strategic and correct information is circulated within the municipality and for the public. The Key Performance Indicators contained in the SDBIP must ensure that the budget is executed and the strategic objectives in the IDP are achieved. It also provides a management tool for the mayor and council to monitor the performance of the municipal manager and senior management.
The SDBIP sets in-year information such as quarterly and/or annual service delivery and monthly budget targets. The SDBIP is a layered plan comprising a Top Layer SDBIP and Departmental SDBIP’s. The Top Layer SDBIP comprises quarterly and annual high-level key performance indicators and service delivery targets and is a public document. Performance reporting on the top layer SDBIP is done to the Mayoral Committee and Council on a quarterly, half yearly (Mid-year Budget and Performance Assessment Report) and annual basis (Annual Report). Any amendments to the Top Layer SDBIP must be approved by Council following the submission of the Mid-year Budget and Performance Assessment Report and the approval of the adjustment budget.
Departmental SDBIP’s are informed by the Top Layer SDBIP and contain operational detail on the performance targets of each directorate. Departmental SDBIP’s are used by Portfolio Heads and the Senior Management of the administration to monitor performance of individuals and departments monthly. Monthly performance reports are submitted to the Portfolio Committee assigned to each Department after which these reports are noted by the Executive Mayoral Committee and Council. Amendments to Departmental SDBIPs are done on approval by the Municipal Manager.
The components of the SDBIP are:
Monthly projections of revenue to be collected, by source;
Monthly projections of expenditure (operational and capital) by vote;
Quarterly projections of service delivery targets and performance indicators for each vote;
Detailed capital works per ward.
Bergrivier Municipality developed a Performance Management Policy in 2019 that sets out the detail of the SDBIP and the roles and responsibilities of each stakeholder. This policy will be reviewed in 2024 to make provision for the new Staff Regulations determining the individual performance of all staff in the municipality.
Section 38 (a) of the Local Government: Municipal Systems Act, No. 32 of 2000, requires Municipalities to set appropriate key performance indicators as a yardstick for measuring performance, including outcomes and impact, regarding the community development priorities and objectives set out in its Integrated Development Plan (IDP). Section 9(1) of the Municipal Planning and Performance Management Regulations to this Act maintains in this regard, that a Municipality must set key performance indicators, including input indicators, output indicators and outcome indicators in respect of each of the development priorities and objectives.
The IDP process and the performance management process must be integrated seamlessly as the Performance Management System serves to measure the performance of the Municipality on meeting its development objectives is contained in its Integrated Development Plan. The IDP will therefore contain outcome based Key Performance Indicators whereas the TL SDBIP will contain output based Key Performance Indicators. A first set of Outcomes Based KPI’s are included in the amended IDP as to commence with the piloting of performance management of the IDP and will serve as the corporate scorecard.
The following table is an overview of the reporting annually in terms of performance management:
QUARTERLY REPORTING
The Municipal Manager collates the information and drafts the organisational performance report.
The Internal Auditor (IA) must submit quarterly audit reports to the Municipal Manager and to the Performance Audit Committee.
The Mayor must within 30 days of the end of each quarter, submit a report to the Council on the implementation of the budget and the financial situation of the Municipality.
MSA Regulation 14(1)(c)
MFMA S52(d)
BI-ANNUAL REPORTING
The Performance Audit Committee must review the PMS and make recommendations to Council.
The Performance Audit Committee must submit a report to Council bi- annually.
The Municipality must report to Council at least twice a year.
The Accounting Officer must by 25 January of each year assess the performance of the Municipality and submit a report to the Mayor, National Treasury and the relevant Provincial Treasury.
MSA Regulation 14(4)(a)
MSA Regulation 14(4)(a)
MSA Regulation 13(2)(a)
MFMA S72
ANNUAL REPORTING
The annual report of a municipality must include the annual performance report and any recommendations of the municipality’s Audit Committee. The Accounting Officer of a municipality must submit performance report to the Auditor General for auditing within two months after the end of the financial year to which that report relates.
The Auditor General must audit the performance report and submit the report to the Accounting Officer within three months of receipt of the performance report.
The Mayor of the Municipality must within seven months after the financial year, table in the municipal council the annual report of the municipality.
The Auditor-General may submit the performance report and audit report of a municipality directly to the municipal council, the National Treasury, the relevant Provincial Treasury, the MEC of responsible for local government in the province and any prescribed organ of the state.
Immediately after an annual report is tabled in the council, the Accounting Officer of the municipality must submit the annual report to the Auditor- General, the relevant Provincial Treasury and the Provincial Department responsible for local government in the province.
The council of the municipality must consider the annual report by no later than two months from the date on which the annual report was tabled, adopt an oversight report containing council’s comments on the annual report.
The meetings of the municipal council at which an annual report is to be discussed or at which decisions concerning an annual report are to be taken, must be open to the public and any other organ of the state.
The Cabinet Member responsible for local government must annually report to Parliament on actions taken by the MEC’s for local government to address issues raised by the Auditor-General.
MFMA S121(3)(c)(j)
& MSA S46
MFMA S126(1)(a)
MFMA S126(3)(a)(b)
MFMA S127(2)
MFMA S127(4)(a)
MFMA S127(5)(b)
MFMA S129(1)
MFMA S130(1)
MFMA S134
The following table presents the prescribed KPI’s in the TL SDBIP to be included in the IDP:
Create an efficient, effective, economic and accountable administration
Ensure good governance
Submission of Workplace Skills Plan to LGSETA annually by 30 April 2024
Number of Workplace Skills Plan submitted to LGSETA in accordance with relevant legislation submitted by 30 April 2024
New KPI
Carry Over
Number
1
Develop and
provide bulk infra- structure within
the climate change risks
Sustainable Service Delivery
Limit water losses to 12 % by 30 June 2024 due to losses incurred by theft, illegal connections, or wastage because of deteriorating water infrastructure by 30 June 2022 {(Number of Kilolitres Water Purchased or Purified minus Number of Kilolitres Water Sold (including Free basic water ) / Number of Kilolitres Water Purchased or Purified × 100}
% of water losses due to losses incurred by theft, illegal connections, or wastage because of deteriorating water infrastructure by 30 June 2024 {(Number of Kilolitres Water Purchased or Purified minus Number of Kilolitres Water Sold (including Free basic water ) / Number of Kilolitres Water Purchased or Purified × 100}
10
Reverse Last Value
Percentage
12
Develop and
provide bulk infra- structure within
the climate change risks
Sustainable Service Delivery
Limit unaccounted for electricity to 10 % by 30 June 2024 {(Number of Electricity Units Purchased and/or Generated - Number of Electricity Units Sold (incl Free basic electricity)) / Number of Electricity Units Purchased and/or Generated) × 100}
% unaccounted electricity by 30 June 2024 {(Number of Electricity Units Purchased and/or Generated - Number of Electricity Units Sold (incl. Free basic electricity) )/ Number of Electricity Units Purchased and/or Generated) × 100}
10
Reverse Last Value
Percentage
10
To alleviate poverty
Facilitate an enabling environment for a diversified economy and growth to alleviate poverty
Create full time equivalents (FTE's) in terms of the EPWP programme by 30 June 2024
Number of FTE's created by 30 June 2024
65
Accumulative
Number
65
To budget strategically
Strengthen Financial Sustainability
% of Capital budget spent as of 30 June 2024 [(Actual amount spent on capital projects/Total amount budgeted for capital projects) X 100]
% of Capital budget spent as of 30 June 2024 [(Actual amount spent on capital projects/Total amount budgeted for capital projects) X 100]95
95
Carry Over
Percentage
95
To budget strategically
Strengthen Financial Sustainability
Number of formal households that receive piped water (credit & pre-paid water) that is connected to the municipal water infrastructure network as of 30 June 2024
Number of households which are billed for water or have prepaid meters as of 30 June 2024
9 218
Last Value
Number
9 300
To budget strategically
Strengthen Financial Sustainability
Number of formal households connected to the municipal electrical infrastructure network (credit & prepaid electrical metering) (Excl Eskom areas) on 30 June 2024
Number of households billed for electricity or have prepaid meters (Excl Eskom areas) on 30 June 2024 ( Contour + Active meters)
10 201
Last Value
Number
10 000
To budget strategically
Strengthen Financial Sustainability
Number of formal households connected to the municipal wastewater sanitation/ sewerage network for sewerage service, irrespective of number of water closets (toilets) on 30 June 2024
Number of households which are billed for sewerage on 30 June 2024
7 508
Last Value
Number
7 520
To budget strategically
Strengthen Financial Sustainability
Number of formal households for which refuse is removed once per week on 30 June 2024
Number of households which are billed for refuse removal on 30 June 2024
9 600
Last Value
Number
9 620
To alleviate poverty
Facilitate an enabling environment for a diversified economy and growth to alleviate poverty
Provide free basic water to indigent households
Number of households receiving free basic water
1 950
Last Value
Number
2 050
To alleviate poverty
Facilitate an enabling environment for a diversified economy and growth to alleviate poverty
Provide free basic electricity to indigent households
Number of households receiving free basic electricity
1 550
Last Value
Number
1 800
To alleviate poverty
Facilitate an enabling environment for a diversified economy and growth to alleviate poverty
Provide free basic sanitation to indigent households
Number of households receiving free basic sanitation
1 650
Last Value
Number
1 800
To alleviate poverty
Facilitate an enabling environment for a diversified economy and growth to alleviate poverty
Provide free basic refuse removal to indigent households
Number of households receiving free basic refuse removal
1 950
Last Value
Number
2 050
To create an efficient, effective, economic and accountable administration
Ensure good governance
The percentage of a municipality’s personnel and training budget actually spent on implementing its workplace skills plan as of 30 June 2024 [(Total expenditure on training/total personnel budget)/100]
% of personnel and training budget spent on training [(Total expenditure on training/ total personnel budget) /100] as of 30 June 2024
1
Last Value
Percentage
1
To budget strategically
Strengthen Financial Sustainability
Financial viability measured into municipality's ability to meet its service debt obligations as of 30 June 2024 (Short Term Borrowing + Bank Overdraft + Short Term Lease + Long Term Borrowing + Long Term Lease) / Total Operating Revenue – Operating Conditional Grant)
Debt to Revenue as of 30 June 2024 (Short Term Borrowing + Bank Overdraft + Short Term Lease + Long Term Borrowing + Long Term Lease) / Total Operating Revenue - Operating Conditional Grant)
24 %
Last Value
Percentage
25To budget strategically
To budget strategically
Strengthen Financial Sustainability
Financial viability measured in terms of outstanding service debtors as of 30 June 2024 (Total outstanding service debtors/revenue received for services)
Service debtors to revenue as of 30 June 2024 – (Total outstanding service debtors/ revenue received for services)
45
Reverse Last Value
Percentage
45
To budget strategically
Strengthen Financial Sustainability
Financial viability measured in terms of available cash to cover fixed operating expenditure as of 30 June 2024 ((Cash and Cash Equivalents – Unspent Conditional Grants – Overdraft) + Short Term Investment ) /Monthly Fixed Operational Expenditure excl (Depreciation, Amortisation, & Provision for Bad Debts, Impairment & Loss on Disposal of Assets))
Cost coverage as of 30 June 2024 ((Cash and Cash Equivalents - Unspent Conditional Grants – Overdraft) + Short Term Investment) / Monthly Fixed Operational Expenditure excl (Depreciation, Amortisation, and Provision for Bad Debts, Impairment and Loss on Disposal of Assets))
2.25
Last Value
Number
2.5
TABLE 96: DRAFT CORPORATE SCORECARD
Strengthen Financial Sustainability and further enhancing Good Governance
To communicate effectively with the public
Improved municipal responsiveness
Percentage of ward committees that are functional
Meet four times a year, are quorate and have an implementable action plan
Strengthen Financial Sustainability and further enhancing Good Governance
To communicate effectively with the public
Improved HDI
Human Development Index annually for Bergrivier Municipal Area
Improvement of Human Development Index annually for Bergrivier Municipal Area
Strengthen Financial Sustainability and further enhancing Good Governance
To create an efficient, effective, economic and accountable administration
Improved staff performance
Consequence management implemented for poor performance
Number of consequence management cases conducted for poor performance
Strengthen Financial Sustainability and further enhancing Good Governance
To provide a transparent and corruption free municipality
Improved municipal administration
Audit outcome
Audit opinion (as defined by the Office of the Auditor-General across a qualitative scale)
Strengthen Financial Sustainability and further enhancing Good Governance
To create an efficient, effective, economic and accountable administration
Improved council functionality
Functionality of Municipal Public Accounts Committee (MPAC)
Percentage of legislation regarding the MPAC fully implemented
Strengthen Financial Sustainability and further enhancing Good Governance
To provide a transparent and corruption free municipality
Zero tolerance of fraud and corruption
Number of alleged fraud and corruption cases investigated, and fraud proved
((1) Number of alleged fraud and corruption cases investigated, and fraud proved/((2) Total population of the municipality/100 000)
Strengthen Financial Sustainability and further enhancing Good Governance
To provide a transparent and corruption free municipality
Zero tolerance of fraud and corruption
Number of dismissals/ resignations due to fraud and corruption
((1) Number of dismissals resignations for fraud and corruption / ((2) Total population of the municipality/100 000)
Strengthen Financial Sustainability and further enhancing Good Governance
To provide a transparent and corruption free municipality
Increased Risk Management Maturity
Number of findings in Audit Report by Auditor General and External Quality Review Report executed once every five years
Number of findings in Audit Report by Auditor General and number of findings in the External Quality Review Report executed once every five years
Strengthen Financial Sustainability and further enhancing Good Governance
To communicate effectively with the public
Improved municipal responsiveness
Improved Corporate Image/Brand Identity
Percentage of improved corporate branding
Strengthen Financial Sustainability and further enhancing Good Governance
To communicate effectively with the public
Improved municipal responsiveness
Improved communication with stakeholders with access to municipal communication platforms
Percentage of improvement in communication with stakeholders
Strengthen Financial Sustainability and further enhancing Good Governance
To budget strategically, grow and diversify our revenue and ensure value for money-services
Improved municipal capability
Percentage of municipal skills development levy recovered
(R-value of municipal skills development levy recovered/ R- value of the total qualifying value of the municipal skills
development levy) x 100
Strengthen Financial Sustainability and further enhancing Good Governance
To create an efficient, effective, economic and accountable administration
Improved municipal capability
Top management stability
(Total sum of standard working days that each S56 and S57 post was occupied by a fully appointed official, including legally acting (not suspended or vacant) with a valid signed contract and performance agreement) / Aggregate working days for all S56 and S57) x 100
Strengthen Financial Sustainability and further enhancing Good Governance
To budget strategically, grow and diversify our revenue and ensure value for money-services
Enhanced municipal budgeting and budget implementation
Percentage of expenditure against total budget
(1) Total expenditure (operating + capital) / (2) Total budget (operating + capital)
Strengthen Financial Sustainability and further enhancing Good Governance
To budget strategically, grow and diversify our revenue and ensure value for money-services
Improved financial sustainability and liability management
Percentage change in cash backed reserves reconciliation
((1) Cash backed reserves (previous year) - (2) Cash backed reserves (current year))/ (1) cash backed reserves (previous year)
Strengthen Financial Sustainability and further enhancing Good Governance
To provide a transparent and corruption free municipality
Improved expenditure management
Percentage change of unauthorised, irregular, fruitless and wasteful expenditure
((1)Irregular + (2) Fruitless and Wasteful + (3) Unauthorised Expenditure (previous year) - (4) Irregular + (5) Fruitless and Wasteful and (6) Unauthorised Expenditure (current year))/ ((1)Irregular + (2) Fruitless and Wasteful + (3) Unauthorised Expenditure (previous year))
Strengthen Financial Sustainability and further enhancing Good Governance
To maintain existing bulk infrastructure and services
Improved asset management
Percentage change of renewal/upgrading of existing assets
((1) Total costs of Renewal and Upgrading of Existing Assets (current year) - (2) Total costs of Renewal and Upgrading of Existing Assets (previous year))/ ((2) Total costs of Renewal and Upgrading of Existing Assets (previous year))
Sustainable service delivery
To maintain existing bulk infrastructure and services
Improved asset management
Percentage change of repairs and maintenance of existing infrastructure
((1) Repairs and maintenance expenditure (current year) – (2) repairs and maintenance expenditure (previous year))/ repairs and maintenance expenditure (previous year)Strengthen Financial Sustainability and further enhancing Good GovernanceStrengthen Financial Sustainability and further enhancing Good Governance
Strengthen Financial Sustainability and further enhancing Good Governance
To provide a transparent and corruption free municipality
Improved supply chain management
Percentage change in the amount of irregular expenditure because of SCM transgressions
((1) Irregular Expenditure (previous year) - (2) Irregular Expenditure (current year))/ ((1) Irregular Expenditure (previous year))
Strengthen Financial Sustainability and further enhancing Good Governance
To budget strategically, grow and diversify our revenue and ensure value for money-services
Improved revenue and debtors’ management
Percentage change in Gross Consumer Debtors' (Current and Non-current)
((1) Gross consumer debtors (previous year) - (2) gross consumer debtors (current year))/ (1) gross consumer debtors (previous year)
Strengthen Financial Sustainability and further enhancing Good Governance
To budget strategically, grow and diversify our revenue and ensure value for money-services
Improved revenue and debtors’ management
Percentage of net operating surplus margin
((1)Total Operating Revenue – (2)Total Operating Expenditure)/ (1) Total Operating Revenue
Sustainable service delivery
To develop and provide bulk infrastructure
Improved access to electricity
Percentage of households with access to electricity
((1) Number of households having access to electricity / (2) Total number of households within the municipal area)
Sustainable service delivery
To develop and provide bulk infrastructure
Improved affordability of electricity
Percentage of households with electricity connections receiving Free Basic Electricity
((1) Sum of the MWh of electricity provided as FBE by the municipality to residential customers / (2) Total MWh of electricity provided to residential customers)
Sustainable service delivery
To maintain existing bulk infrastructure and services
Improved energy sustainability
Percentage total electricity losses
((Electricity Purchases in kWh - Electricity sales in kWh)) / Electricity Purchases in kWh) x 100
Sustainable service delivery
To maintain existing bulk infrastructure and services
Improved quality of municipal road network
Number of potholes reported per 10 kms of municipal road network
Number of potholes reported/ (Kilometres of surfaced municipal road network/10)
Sustainable service delivery
To develop and provide bulk infrastructure
Improved access to sanitation
Percentage of households with access to basic sanitation
(((1) Number of households using a flush toilet (connected to sewerage system) + (2) Number of households using a flush toilet (with septic tank) + (3) Number of households using pit toilets with ventilation (VIP)) / (4) Total number of households in the municipality)
Sustainable service delivery
To develop and provide bulk infrastructure
Improved access to water
Percentage of households with access to basic water supply
((1) Number of households with the main source of drinking water (1) piped (tap) water inside dwelling/ institution + (2) Number of households with the main source of drinking water piped (tap) water inside yard + (3) Number of households with the main source of drinking water piped (tap) water on community stand: distance less than 200m from dwelling/ institution / (4) Total number of households in the municipality)
Sustainable service delivery
To maintain existing bulk infrastructure and services
Improved quality of water (incl wastewater)
Percentage of drinking water samples complying to SANS 241
(Number of water sample tests that complied with SANS 241 requirements / Total number of water samples tested) x 100
Sustainable service delivery
To maintain existing bulk infrastructure and services
Improved quality of water (incl wastewater)
Percentage of wastewater samples compliant to water use license conditions
(Number of wastewater samples tested per determinant that meet compliance to specified water use license requirements / Total wastewater samples tested for all determinants over the municipal financial year) x 100
Sustainable service delivery
To maintain existing bulk infrastructure and services
Improved quality of water (incl wastewater)
Green Drop Score
(1) Green drop score (as a %) achieved by the municipality
through a Green Drop Assessment
Sustainable service delivery
To maintain existing bulk infrastructure and services
Improved quality of water (incl wastewater)
Blue Drop Score
(1) Blue drop score (as a %) achieved by the municipality
through a Blue Drop Assessment
Facilitate an enabling environment for economic growth to alleviate poverty
To facilitate an environment for the creation of jobs
Growing inclusive local economies
Percentage of the labour force classified as unskilled or low-skilled
((1) Number of the working age population considered unskilled or low-skilled/ (2) Total working age population in the municipal area)
Facilitate an enabling environment for economic growth to alleviate poverty
To alleviate poverty
Growing inclusive local economies
Income per capita within the municipal area
((1) Sum of the R-value of all gross income earned within the municipal area/ (2) Total population of the municipal area)
Facilitate an enabling environment for economic growth to alleviate poverty
To alleviate poverty
Growing inclusive local economies
Percentage of all qualifying households in the municipal area classified as indigent
((1) Number of households classified as indigent / (2) Total number of households in the municipal area)
A sustainable, inclusive and integrated living environment
To promote healthy lifestyles through the provision of sport and other facilities and opportunities
Increased access to and utilisation of social and community facilities
Percentage utilisation rate of community halls
(Sum of hours booked across all community halls in the period of assessment/Sum of available hours for all community halls in the period of assessment)x100
A sustainable, inclusive and integrated living environment
To promote healthy lifestyles through the provision of sport and other facilities and opportunities
Increased access to and utilisation of social and community facilities
Average number of library visits per library
Total number of library visits/Count of municipal libraries
A sustainable, inclusive and integrated living environment
To promote a safe environment for all who live in Bergrivier
Increased access to and utilisation of social and community facilities
Percentage of municipal cemetery plots available
Number of available municipal burial plots in active municipal cemeteries/Total capacity of all burial plots in active municipal cemeteriesx100
Sustainable service delivery
To develop and provide bulk infrastructure
Increased access to refuse removal
Percentage of households with basic refuse removal services
((1) Number of households having access to refuse removal/ (2) Total number of households within the municipal area)
Last updated