Leadership and Strategic Direction Leaders must create an atmosphere, which – allows for creativity. Management must ensure goals are set and that planning is done. The Dannhauser Municipality strives to live by the Batho Pele principles as stated above. In a near future, the Municipality will develop the Service Delivery Improvement Plan (SDIP) in order to evaluate implementation of the Batho Pele principles and to improve the manner of delivering services to the community members. 2.4 The MFMA requires municipalities to annually adopt a Service Delivery and Budget Implementation Plan (SDBIP), stating the service delivery targets and performance indicators. Whilst approving the annual budget, the municipality should also set measurable performance targets for each revenue source and vote. Municipality should also compile an annual report, which entails a performance report that is compiled as required by section 46 of the Municipal Systems Act. 2.5 The Municipal Systems Act (2000) places the responsibility on the Council to adopt a PMS, while holding The Mayor responsible for the development and management of the system. The Mayor of Dannhauser Municipality delegates the responsibility for the development and management of the PMS to the Municipal Manager. The development of the system is a activity and the Municipal Manager submits the system to The Mayor through the Executive Committee, who in turn forwards it to the full council for approval. The responsibility of implementation and management of the system remains with the Municipal Manager as part of his/her core functions as provided in Section 55(1) of the Municipal Systems Act of 2000. Co-ordination: Co-ordination involves the overall responsibility of and carrying out the function of, and the custodian of Dannhauser Municipality’s performance management system and managing the system on behalf of the Municipal Manager. This is a strategic function which resides in the Office of the Municipal Manager and performed by the IDP/PMS Manager. The co-ordination of the implementation phases of the PMS consists of the following activities: Responsible for the co-ordination of the development and implementation activities of the organisational PMS, through interaction with all relevant stakeholders; Facilitating inputs for the review and further development and refinement of the PMS; Continuously providing technical support to the Municipal Manager with implementation, assessment, review, monitoring and information management; Co-ordination and compiling the annual Section 46 performance report; Implementing the Performance Management System: Having identified the preferred performance model to be the Key Performance Area, and having agreed to measure its
Leadership and Strategic Direction – Leaders must create an atmosphere, which allows for creativity. Management must ensure goals are set and that planning is done. The Dannhauser Municipality strives to live by the Batho Pele principles as stated above. In a near future, the Municipality will develop the Service Delivery Improvement Plan (SDIP) in order to evaluate implementation of the Batho Pele principles and to improve the manner of delivering services to the community members. 2.4 The MFMA requires municipalities to annually adopt a Service Delivery and Budget Implementation Plan (SDBIP), stating the service delivery targets and performance indicators. Whilst approving the annual budget, the municipality should also set measurable performance targets for each revenue source and vote. Municipality should also compile an annual report, which entails a performance report that is compiled as required by section 46 of the Municipal Systems Act. 2.5 The Municipal Systems Act (2000) places the responsibility on the Council to adopt a PMS, while holding The Mayor responsible for the development and management of the system. The Mayor of Dannhauser Municipality delegates the responsibility for the development and management of the PMS to the Municipal Manager. The development of the system is a activity and the Municipal Manager submits the system to The Mayor through the Executive Committee, who in turn forwards it to the full council for approval. The responsibility of implementation and management of the system remains with the Municipal Manager as part of his/her core functions as provided in Section 55(1) of the Municipal Systems Act of 2000. Co-ordination: Co-ordination involves the overall responsibility of and carrying out the function of, and the custodian of Dannhauser Municipality’s performance management system and managing the system on behalf of the Municipal Manager. This is a strategic function which resides in the Office of the Municipal Manager and performed by the IDP/PMS Manager. The co-ordination of the implementation phases of the PMS consists of the following activities: Responsible for the co-ordination of the development and implementation activities of the organisational PMS, through interaction with all relevant stakeholders; Facilitating inputs for the review and further development and refinement of the PMS; Continuously providing technical support to the Municipal Manager with implementation, assessment, review, monitoring and information management; Co-ordination and compiling the annual Section 46 performance report; Implementing the Performance Management System: Having identified the preferred performance model to be the Key Performance Area, and having agreed to measure its
2017_2018%20PMS%20Review_20Jul2017.docx