THE
DEPARTMENT OF PROVINCIAL AND LOCAL GOVERNMENT REPUBLIC OF SOUTH AFRICA
Credible IDP Evaluation Framework 2006
1. City dressing
2. Public transport plan
·
Design
·
Costing
·
Construction (if any)
·
Procurement plan
·
Public relations exercise to promote public transport
3. Legal matters/Review of by-laws
·
Submission to LOC of particulars of by-laws
·
Amendment process
·
Adoption of amendments
·
Service level agreements with other role players (eg ACSA)
·
Retail opening hours
·
Regulation of alternative entertainment/events
4. Infrastructure development
·
Project plan
·
Design
·
Costing
·
Construction
·
Review of IDP
5. Review of public advertising
commitments
·
Availability of public advertising space
·
Advertising on public transport
·
Availability of all public advertising media
·
Securing of private advertising space
6. Review of budgets
7. Review of public events permits during
2010
8. Training venues
·
Availability/location
·
Design and upgrades
9. Base camps for participating teams
10. Fan fest
·
Location (public viewing event)
·
Costing
·
Design
·
Fencing
·
Permits/licenses
·
Music royalty payments
·
Coverage of signage
·
Security
11. Safety & Security
·
Inputs on public viewing
·
Inputs in respect of training facilities and base camps
12. Disaster management
·
Disaster management plan
·
Establishment of disaster management centre
·
Procurement of emergency equipment
·
Training
13. Stadium development
14. Cultural/entertainment events
·
Host city events before and during competition
15. Insurance requirements
16. ICT requirements
17. Transport/Traffic plan
·
Road closure plan
18. Premiums (distributable merchandise)
·
Development of premiums
·
Design
·
Acquisition
·
Prescribed supplier agreements
·
Distribution plan
·
Royalties
19. Host city display area
·
Development of signage board
·
Determination of languages for signage boards
20. Contribution to official FIFA website
21. Development of city website exposure
22. Host city promotional material/Host city
poster
·
Composite logo
·
Music jingle
·
Development
·
Design
·
Distribution plan
23. Host city leaflet
24. FIFA world Cup Trophy tour
·
Consider hosting
·
Implementation plan if decided to host
25. Public relations plan
26. LOC office facilities
27. FIFA partner club accommodation
28. Tax exclusion
·
ACSA
·
Other taxes
29. Management of exclusion sone
·
Closure of businesses
·
Compensation payable
·
Coverage of signage
30. Right protection programme
·
Appointment of staff
·
Enactment of appropriate laws and regulations
·
Training of staff
·
Review of marketing permits during competition period
·
Outlawing airborne advertising or signage
31. Awareness campaign on do’s and don’ts
for host city partners/associates
·
Measures to correct or withdraw unauthorised statements by
partners/associates
32. City services availability &
maintenance
·
Power grid back-up
·
Cleaning services
·
Electricity maintenance
·
Water & sewerage maintenance
33. Volunteer programme
·
Language training
34. Risk assessment
·
Test run in 2009
·
Planning of events for 2009
·
Crime
35. Hospitality industry support
·
Accelerated approval of permits/building plans etc
·
Car rental stock
Review By:
Date:
Review
Summary
|
Review Element Focus Area |
Review Results |
Recommendations |
||
|
|
Yes |
No |
Partly |
|
|
1. Criteria for a credible IDP complied with |
|
|
|
|
|
2. Legislative compliance (9 IDP components) |
|
|
|
|
|
3. Content compliance against the framework |
|
|
|
|
|
4. Linkages with specific programmes |
|
|
|
|
|
5. Project Consolidate issues highlighted |
|
|
|
|
|
6. Specific IDP content requirements |
|
|
|
|
|
Spatial
Development Framework |
|
|
|
|
|
Operational
Plan |
|
|
|
|
|
Disaster
Management Plan |
|
|
|
|
|
Financial
Plan with budget projects |
|
|
|
|
|
Key
Performance Indicators |
|
|
|
|
The following priority actions have been identified by the
Review Team:
|
No |
Priorities
and Actions moving forward |
Responsible Entity |
Timeframe |
|
1 |
|
|
|
|
2 |
|
|
|
|
3 |
|
|
|
|
4 |
|
|
|
|
5 |
|
|
|
Review Team Leader Signature : Date:
This Evaluation Framework is intended to serve as a tool to guide the
assessment of a credible IDP. Core criteria to demonstrate municipal strategy,
vision and compliance with both legislative and policy intent have been crafted
to assist the assessors during the analysis process. This Framework is not intended to serve the purpose of a
performance measurement tool, but rather a reference tool, or guideline,
towards establishing the quality of a credible IDP.
Definitions
Focus Area:
IDP developmental area.
KPA: Key
Performance Areas applicable to a credible IDP that can be aligned to national
and provincial performance areas
Evidential Criteria/ KPI: Definitions to assist assessors
in analysis of criteria for a credible IDP
Quantitative Evaluation: A quantitative response by the
assessor where this is relevant. It
should be in response to targets, dates, figures etc.
Qualitative Evaluation: A qualitative response by the
assessor where this is relevant. It should be a perception-based response.
Improvement Measure: Evaluator may add
recommendations to assist insights into improvement areas during the
engagement.
Key Performance Areas
Spatial Development Framework
Service Delivery
Sustainable Economic Growth and Development
and LED
Financial Viability
Institutional Arrangements
Performance Management System
Governance
Project Consolidate
The strategic priorities for the next term of local government include
mainstreaming hands-on support to local government. One element of this support
is to ‘focus the relevant organs of state and stakeholders on the priority
actions identified under the 5 key performance areas captured in the Project
Consolidate Municipal Action Plans and the updated (credible) IDPs. Annexure C
provides a guideline in respect of what should be highlighted in the IDP and
extracted into the Municipal Action Plan (MAP) for “hands on” support under the
Project Consolidate Programme.
Spatial Development Framework
The understanding of the economic,
physical and social space that the municipality inhabits is the most critical
starting point for a credible IDP.
For
additional reference, some core evaluative criteria for Spatial Development
Frameworks may include the following:
1.
MSA Regulations – assess contents of SDF in terms of the MSA
Regulations.
2.
SDFs should reflect principles of the NSDP and PGDS at
district and local levels.
3.
Does the SDF reflect adequate research into regional natural
and demographic realities?
4.
Does the SDF have an implementation plan?
5.
Does the SDF clearly reflect priority areas of the IDP?
6.
Does the District Land Use Management Framework reflect the
District SDF?
7.
Does the Local Land Use Management Scheme reflect the Local
SDF?
8.
Check the DLA Monitoring & Evaluation Framework for
SDFs.
A credible IDP
The Integrated Development Plan
must therefore both comply with relevant legislation (see Appendix B) and
convey the following:
1.
Consciousness by municipality of its constitutional and
policy mandate for developmental local government
2.
Awareness by municipality of its role and place in the
regional provincial and national context and economy (
3.
Awareness by municipality of its own intrinsic
characteristics and criteria for success
4.
Comprehensive description of the area – the environment and its spatial
characteristics
5.
A clear strategy, based on local developmental needs
6.
Insights into the trade-offs and commitments that are being
made re: economic choices, establishment of SHS, integrated service delivery
etc
7.
The key deliverables for the next 5 years
8.
Clear measurable budget and implementation plans aligned to
the SDBIP
9.
A monitoring system (OPMS)
10.
Determines capacity of municipality
11.
Communication, participatory and decision-making mechanisms
12.
The degree of intergovernmental action and alignment to
government wide priorities.
|
KPA / Focus Area |
Evidential Criteria / KPIs |
Quantitative Evaluation (if
relevant) |
Qualitative Evaluation (if
relevant) |
Improvement Measure |
Implementing Agent / Oversight |
||
|
Yes |
No |
Partly |
|
|
|
||
|
Spatial Development Framework Sustainable human settlements and linkages to the NSDP. |
This should include analysis of: ·
Local government policy options ·
Land Use Management System ·
GIS ·
Natural resources and its lifecycle ·
Demographic analysis ·
Strategic Environmental threats such as air, noise
and water pollution, energy depletion, mining degradation, Climate changes |
|
|
|
|
|
|
|
Regional
economic comparative advantage Strategies for spatial reconstruction of
region – land release, social and economic infrastructure, |
|
|
|
|
|
|
|
|
Strategies for integration of economic potential with
areas of high household poverty |
|
|
|
|
|
|
|
|
Strategies for Sustainable Development – taking the
natural heritage and potential into account – evidence should be in local
environmental frameworks |
|
|
|
|
|
|
|
|
Strategy for sustainability of peri-urban and rural
economies: evidence of different investment strategies for areas of
high and low economic potential |
|
|
|
|
|
|
|
|
Strategies for cultural and social integration |
|
|
|
|
|
|
|
|
Planning within spatial concept of Integrated human
settlements:[1], 1. Housing 2. Water 3. Sanitation 4. Electricity 5. Roads 6. Storm
water 7. Waste Management |
Generic data
and planning criteria for service delivery / infrastructure planning 1. Evidence of
holistic infrastructure development model (MIG; Equitable Share; sector
plans; demographics; risk factors) – plan must include urban and rural areas |
|
|
|
|
|
|
|
2. Evidence of
plan to eradicate informal settlements |
|
|
|
|
|
|
|
|
3. Identification
of problem areas needing special attention (e.g. former cross-boundary
municipalities) |
|
|
|
|
|
|
|
|
4. Well-researched
backlog data on households and residents without access to services in both
urban and rural spaces |
|
|
|
|
|
|
|
|
5. Align
statistical information and use of demographic data |
|
|
|
|
|
|
|
|
6. Budget aligned
to delivery project plans |
|
|
|
|
|
|
|
|
7. Infrastructure
Plan incorporates operations, maintenance and capital budgets for service
delivery and O&M |
|
|
|
|
|
|
|
|
8. If
applicable, plans to manage status as a RED |
|
|
|
|
|
|
|
|
9. Clear
plans to progressively achieve the national and provincial service delivery
targets |
|
|
|
|
|
|
|
|
10. Use of IGR
structures to facilitate intergovernmental dialogue with relevant national
and provincial sector departments |
|
|
|
|
|
|
|
|
11. Application of
integrated approaches to LUMS |
|
|
|
|
|
|
|
|
12.
Ascertain if district IDPs reflect plans of local IDPs in terms of
aligned service delivery and sector inputs Sanitation: ·
Budget and
plan to ensure that all households have access to basic sanitation by 2010 ·
Provincial
targets align to national targets ·
Eradication of bucket toilets by 2007 ·
Plan to ensure bulk infrastructure development and
capacity enhancement |
|
|
|
|
|
|
|
|
Water: ·
Budget and
plan to ensure that all households have access to basic water services by
2010 ·
District to
have clear water quality monitoring programme ·
Resource
capacity, human and financial |
|
|
|
|
|
|
|
|
Electricity ·
Budget and
lan to ensure that all households have access by 2012 ·
Resource
capacity: human, financial |
|
|
|
|
|
|
|
|
Transport
and Roads ·
Regional
aporach to provision and maintenanc e of new roads ·
A budget and plan for new roads and O&M of roads ·
A plan for pavements ·
Resource
capacity: human, financial |
|
|
|
|
|
|
|
|
Stormwater and drainage ·
A budget and plan to manage and maintain stormwater drainage |
|
|
|
|
|
|
|
|
Waste management ·
Budget and plan to ensure that alll communities can access refuse removal services by 2010 ·
Capital budget to ensure equipment upgraded/maintained ·
Environmental Impact Assessment of waste management options included
in waste management strategy ·
Evaluation and implementation of environmentally friendly practices
for re-cycling, landfill sites and economic opportunity |
|
|
|
|
|
|
|
|
FBS ·
Budget to manage implementation of FBS ·
Policy to manage FBS for poor households ·
Mechanism for ‘wall-to wall’ access to FBS |
|
|
|
|
|
|
|
|
Sector Plans Sector liaison and inputs into the IDP: Ascertain differences re District / Local assignments e.g. Health
Services; fire Services, Disaster Management ·
Disaster Management Planning (MSA) ·
Environmental Management Plan (MSA) ·
Integrated Transport Planning ·
Water Services Planning ·
Housing ·
Health ·
Education ·
Social Development ·
Land Affairs and Agriculture ·
DPW / EPWP ·
Others as relevant |
|
|
|
|
|
|
|
|
Is there evidence of intergovernmental dialogue as a process to
integrate sector plans into the IDP (e.g. Meetings, IGR Forum)? |
|
|
|
|
|
|
|
|
Are sector plans time-based to 2011? |
|
|
|
|
|
|
|
|
Social and economic infrastructure investment and services
to the community |
Integrated Infrastructure Investment plan |
|
|
|
|
|
|
|
Investment planning utilizes the MIG grant over the next MTEF |
|
|
|
|
|
|
|
|
Indication of usage of own revenue for infrastructure |
|
|
|
|
|
|
|
|
Other vehicles being used to aid investment in infrastructure |
|
|
|
|
|
|
|
|
Alignment between provincial vehicles and agences and municipal
projects and programmes |
|
|
|
|
|
|
|
|
The EPWP identified as a means to provide job opportunities and
training, along with identification of sectors / areas where the EPWP can be
implemented. |
|
|
|
|
|
|
|
|
Level of confidence to attract investment in respect to efficient and
effective running of municipal services (collection of waste, cleaning of streets, grass cutting, relaibility
of electricity and water supply, maintenance plans on services) |
|
|
|
|
|
|
|
|
Economic development Key elements for alignment should include: ·
Principles of the NSDP ·
Alignment with the PGDS ·
Understanding of Asgi-SA ·
National and provincial sector alignment Spatially informed strategies for local economic growth
and development and poverty reduction |
Evidence of how intergovernmental dialogue informs spatial and regional
economic investment choices |
|
|
|
|
|
|
|
Clarity on how the NSDP is
interpreted in respect to sector plans (including an assessment of sector performance, investment, trade,
skilling the economy – the supply and demand for skills, land availability
and long term upstream and downstream benefits to the economy) |
|
|
|
|
|
|
|
|
Obvious municipal,
regional and endogenous alignment in PGDS |
|
|
|
|
|
|
|
|
Identified priorities of
Asgi-SA within a local context – awareness of nationally required
competencies |
|
|
|
|
|
|
|
|
Knowledge of economic and
municipal sector strategies: |
|
|
|
|
|
|
|
|
Review and revision of
by-laws linked to economic transformation imperatives |
|
|
|
|
|
|
|
|
Economic Strategy informed by National LED Framework and the
principles of the NSDP, PGDS, and
Asgi-SA |
|
|
|
|
|
|
|
|
Intergovernmental dialogue
informs spatial and regional economic investment choices |
|
|
|
|
|
|
|
|
Private sector and business partnerships as well as community
partnerships are actively promoted |
|
|
|
|
|
|
|
|
Promotion of BBBEE and
support to small business (through SEDA and provincial Programmes) |
|
|
|
|
|
|
|
|
Promotion of cooperatives (Through Dti and Provincial Programmes) |
|
|
|
|
|
|
|
|
Gender equity promoted for
acess to economic opportunity |
|
|
|
|
|
|
|
|
IDP details support initiatives to other special groups (disabled,
youth) |
|
|
|
|
|
|
|
|
Adequate budget and staffing available for implementation of
programmes |
|
|
|
|
|
|
|
|
Financial
Management and compliance with MFMA |
Local
economic base clearly articulated in IDP: ·
Income
streams (revenue base) ·
Operating
budget for project plans |
|
|
|
|
|
|
|
Efficient billing systems to assist reduction in municipal debt ·
Tariffs for
services (including an indication of what informs the make up of tariffs ·
Expenditure
of conditional and unconditional grants on infrastructure and capacity
building (MIG; ES; FBS) ·
Project
costing ·
Ratios of
capital, income and expenditure ·
Asset
management ·
Outstanding
debt ·
Fleet
management ·
Land
valuations process and method |
|
|
|
|
|
|
|
|
Integrated billing and debt management system to assist
municipal financial management |
|
|
|
|
|
|
|
|
Measurable objectives for each vote in the budget |
|
|
|
|
|
|
|
|
Management of budget linked to OPMS |
|
|
|
|
|
|
|
|
Vision and mission |
Vision and strategy reflects alignment with the PGDS and
conveys an expression of development commitment across the three spheres of
government. |
|
|
|
|
|
|
|
Districts: evidence of: -
Plans for capacity building for LMs; -
Plans for equitable service delivery -
Plans for promotion of IGR between DMs and LMs -
PIMS support is part of capacity-building programme |
|
|
|
|
|
|
|
|
Strategic Priorities: Development needs |
Intergovernmental regional reviews inform priorities |
|
|
|
|
|
|
|
Credible socio-economic analysis of the local space to
assist in determining local priorities and development needs |
|
|
|
|
|
|
|
|
Harnessing of external resources to implement development
strategies |
|
|
|
|
|
|
|
|
Institutional Arrangements: The processes the municipality establishes in order to give
effectiveness to its development objectives as expressed in the IDP |
1. Human Resource Strategy Is there a HR Strategy that responds to the
long-term development plans of the municipality as reflected in the IDP? |
|
|
|
|
|
|
|
The HR profile of the municipality is reflective of
the local community and the country |
|
|
|
|
|
|
|
|
Staff informed and supportive of
municipality vision and mission and strategic direction |
|
|
|
|
|
|
|
|
Knowledge
of vacancy rates in the municipality |
|
|
|
|
|
|
|
|
Strategy for recruitment and
retention of staff |
|
|
|
|
|
|
|
|
Staff have quality training and
development opportunities |
|
|
|
|
|
|
|
|
Succession
plan for key positions |
|
|
|
|
|
|
|
|
|
2. Organizational
Development Is the organisational structure aligned to the
development plans in the IDP (e.g. ISRDP/ URP Nodes; economic planning; MIG
expenditure)? |
|
|
|
|
|
|
|
Is there a corporate plan that responds to the
municipality’s communication and institutional imperatives? (e.g.
communication tools such as MPCCs; notices, advertisements, public ; IDP
information) ; and |
|
|
|
|
|
|
|
|
The accessibility and availability of IDPs to
communities |
|
|
|
|
|
|
|
|
Cross-cutting
issues |
3. Skills Development Workplace Skills Plan for the municipality |
|
|
|
|
|
|
|
Equity Plans for skills development |
|
|
|
|
|
|
|
|
Skills development strategy aligned to scarce skills within
municipality |
|
|
|
|
|
|
|
|
Plans in place for mainstreaming HIV/Aids within the region |
|
|
|
|
|
|
|
|
Plans to promote gender equity within the internal structure and the
development plans |
|
|
|
|
|
|
|
|
Performance and Accountability |
The OPMS is aligned to the IDP process and operationally
integrated |
|
|
|
|
|
|
|
Key indicators (including SDBIP) address national and
municipal priorities |
|
|
|
|
|
|
|
|
Service delivery is measured against developmental
objectives |
|
|
|
|
|
|
|
|
The OPMS makes provision for monitoring and measuring
against targets and outputs Performance reports are available to the public |
|
|
|
|
|
|
|
|
Readiness to submit annual performance review to the MEC |
|
|
|
|
|
|
|
|
Is the municipality submitting monthly reports to Provincial
Treasury? |
|
|
|
|
|
|
|
|
Governance |
Is there a plan and a vision for an ideal state of
governance? |
|
|
|
|
|
|
|
Is there evidence that the municipality unsderstands its
constitutional mandate in respect of developmental local government? |
|
|
|
|
|
|
|
|
Does the IDP convey that
the municipality is legally and financially sustainable? |
|
|
|
|
|
|
|
|
Assignment of Powers and functions[2] (State whether Local or District) |
Devolved assignments to the municipality clearly stated in
the IDP |
|
|
|
|
|
|
|
IDP refers to the fiscal arrangements for the funding of
the assigned Powers and Functions? |
|
|
|
|
|
|
|
|
Appropriate intergovernmental agreements facilitate effective
management of assignments within the district / local municipality |
|
|
|
|
|
|
|
|
Compliance with MFMA |
Timeous
submission of financial statements to Office of the Auditor-General
|
|
|
|
|
|
|
|
Unqualified audit from Office of the Auditor-General |
|
|
|
|
|
|
|
|
Indications of corrective steps for Qualified reports, or
reports with Emphasis of Matter |
|
|
|
|
|
|
|
|
Draft budget made public and reflects strategic choices
and community development priorities |
|
|
|
|
|
|
|
|
Community participation – Budget (MFMA Section 22 – 23) |
Quarterly budget implementation reports available |
|
|
|
|
|
|
|
Anti-corruption |
Clean and accountable governance and evidence of investigative action
in cases of malpractice |
|
|
|
|
|
|
|
Public Participation in
crafting of IDP |
Appropriate mechanisms and procedures used to ensure the
continued participation of the community in the affairs of the municipality |
|
|
|
|
|
|
|
Availability of the IDP to community |
|
|
|
|
|
|
|
|
Community involvement
in the setting of appropriate key performance indicators and targets
for the municipality |
|
|
|
|
|
|
|
|
Participation by a quorum of elected councillors in the
development of the vision (IDP RF) |
|
|
|
|
|
|
|
|
Ward
Committees |
Ward Committees are established and functional |
|
|
|
|
|
|
|
Contribution of Ward Committees to development priorities
in the IDP |
|
|
|
|
|
|
|
|
Ward Committees submit quarterly reports |
|
|
|
|
|
|
|
|
There is a positive interface between council, ward
committee, sector committees (e.g. clinic, water) and community |
|
|
|
|
|
|
|
|
Engagement with Traditional Leadership |
Does the municipality have strategies to involve traditional leaders
and their communities with the IDP process |
|
|
|
|
|
|
|
Communication |
The IDP demonstrates municipal commitment to communication
with range of stakeholders (e.g. Ward costituencies; regional and provincial
officials and citizens; Salga; business and trade forums; labour
organisations and civil society; l ocal and national media. |
|
|
|
|
|
|
|
Availability of a comprensive communication strategy |
|
|
|
|
|
|
|
|
Awareness of IDP priorities amongst communities served by
the municipality in line with the municipal communication cycle (communicaion
research to verify). [See attached
annexure] |
|
|
|
|
|
|
|
|
Municipality communication unit in place in line with LGCS
(Local Government Communication System) national guidelines |
|
|
|
|
|
|
|
|
Resources in place – human, financial |
|
|
|
|
|
|
|
Appendix A:
Processes supporting the crafting of a credible IDP:
1.
The conduct of intergovernmental relations
The IGRF
Act requires that there are provincial and district intergovernmental forum to
promote and facilitate IGR between
provinces and local government and
district and local municipalities.
The Forums must provide the enabling platform for liaison and
decision-making for effective intergovernmental planning.
2.
Cooperative governance
The MSA (s3) defines how
local government must develop cooperative approaches to governing, resource
sharing and solving of disputes within the context of IGR. It is important there is a commitment to
these principles in implementing the the IDP.
3. The role of
sector departments
The role of sector
departments in local delivery must be clearly articulated. This input should
come from both national and provincial
sector departments. It must reflect awareness by sectors of the strategic focus
of the IDP, and the steps taken to support the meeting of targets, or the plan
to do so in future.
4. Institutional
Project
Consolidate intervention areas and Municipal Action Plans (MAPs) should be
incorporated into the IDP project plans. Izimbizo issues should have been
addressed, as well as issues identified in the 2005 IDP Hearings Reports.
4.
Processes, tools and mechanisms
Successful implementation of the
IDP relies upon effective IGR, procurement and production processes to deliver
projects within timeframes that are sustainable and regionally integrated.
Appendix B: Supporting documentation for Assessment Teams
Legislation
The RSA Constitution
Municipal Systems Act
Municipal Structures Act
Municipal Public Finance
Management Act
Intergovernmental Relations
Framework Act
Property Rates Act
Policy Documents
MIG Policy
NSDP
PGDS guidelines
PGDS’s
Other
Izimbizo Reports
IDPH Panel Reports
National Skills Development
Strategy
National LED Framework
Sample of sector strategies
EPWP Guidelines
Asgi-SA presentation
MEDS Strategy W Cape
Provincial organograms
Media articles
Glossary of Terms
BBBEE: Broad Based Black Economic
Empowerment
DPW: Department of Public Works
EPWP: Expanded Public Works Programme
ES: Equitable Share
FBS: Free Basic Services
GIS: Geographic Information System
IDP: Integrated Development Plan
IGR: Intergovernmental Relations
KPA: Key Performance Area
KPI: Key Performance Indicator
MFMA: Municipal Finance Management
Act, Act 56 of 2003
MIG: Municipal Infrastructure Grant
MSA: Municipal Systems Act, Act 32 of
2000
NSDP: National Spatial Development
Perspective
OPMS: Organisational Performance
Management System
PGDS: Provincial Growth and
Development Strategy
RF: Representative Forum
SDBIP: Service Delivery and Budget
Implementation Plan
Appendix C: Project Consolidate Municipality Assessment
Criteria
|
Component |
Project Consolidate Focus |
Evidence |
Critique and or Recommendations |
||
|
|
|
Yes |
No |
Partly |
|
|
Municipal
Transformation |
Are the capacity requirements identified to enable the
municipality to fulfil all the legislative functions assigned to it? |
|
|
|
|
|
|
Has an organisational structure been included in the IDP
and are all the Section 57 posts filled? If not what strategies have been
identified to ensure that all posts are filled? |
|
|
|
|
|
|
Is an indication provided in respect of the current
competencies within the Section 57 Management Team and is a strategy provided
for to procure resources that are still required? |
|
|
|
|
|
|
Have employment retention strategies been identified as part of ensuring that
the municipality is able to function at “full strength” |
|
|
|
|
|
|
Has the municipality implemented a Performance Management
System (PMS) and if not what strategies are outlined to implement a PMS |
|
|
|
|
|
|
Have all Section 57 Managers signed performance contracts.
Has a strategy been outlined to ensure that performance contracts are aligned
to the IDP outputs? |
|
|
|
|
|
|
|
|
|
|
|
|
Service
Delivery |
Have backlogs been clearly identified for each service
that the Municipality is responsible for? |
|
|
|
|
|
|
Is there a clear operational / plan of action to address
the backlogs to meet targets set by national policy? |
|
|
|
|
|
|
Has the budget been apportioned appropriately to meet
service delivery needs? |
|
|
|
|
|
|
Has the Municipality identified and quantified what
capacity constrains it faces to delivery services as set out in the
operational / action plan? |
|
|
|
|
|
|
Has the Municipality indicated what additional support
requirements are necessary for it to deliver in accordance with the IDP? |
|
|
|
|
|
|
Has the Municipality indicated or identified any
bottlenecks (Policy or short term) that impede on its ability to function
effectively and delivery on the IDP? |
|
|
|
|
|
|
Has specific focus been given to bucket eradication (where
applicable) as one of the priorities of the municipality in the next fiscal
period? |
|
|
|
|
|
|
|
|
|
|
|
|
Financial
Viability |
Does the financial plan clearly define the financial
viability of the municipality? |
|
|
|
|
|
|
Does the financial plan identify the level of dependency
on grant funding and what strategies have been identified to reduce the
dependency and increase own revenue generation? |
|
|
|
|
|
|
Does the financial plan deal with debt, revenue and asset
management? What strategies have been identified to ensure the financial
sustainability of the municipality? |
|
|
|
|
|
Good
Governance |
Has the ward committee structure been reflected upon and
what strategies have been identified to ensure that Ward Committees remain
functional and fulfil the required role of community participation within the
municipality? |
|
|
|
|
|
|
Has the role of CDWs been identified and articulated and
what strategies have been identified to procure and deploy CDWs? |
|
|
|
|
|
|
Does the IDP reflect on strategies to ensure that good
corporate governance is entrenched within the municipality? Are issues
relating to Internal Audit committees, supply chain management and policies relating to good management
practices identified within the IDP under the section dealing with
institutional functions? |
|
|
|
|
[1] The IDP needs to convey an holistic understanding of the value chain leading from implementation of services to the establishment of sustainable
human settlements and robust economies. This awareness should also be reflected in the Organisational Performance Management System.
[2] A matrix depicting the assigned powers and functions for the district municipalities is available in the Resource Pack