The Municipal Systems Act (32 of 2000) stipulates that municipalities must establish a performance management system that is proportionate with its resources, and more importantly advance a culture of performance management among its political structures, office bearers, councillors as well as administrators, and further administer its affairs in an economical, effective, efficient and accountable manner. To ensure that the culture of accountability prevails, structures such as the Mayoral and Audit Committees were established, whose primary function was to oversee the implementation of regulations and policies enacted by parliament and councils. It is however not clear what prevents these structures to function as stipulated in legislations. This would be important to know as this would assist the government to identify challenges faced by our municipalities to perform as expected. Currently, a number of municipalities are said to be underperforming against targets as set both by Provincial and National spheres of government. As a result, local communities have taken to the streets to vent their discontentment over poor performance by our local municipalities through the emergence of pressure groups called “Concerned Groups”. This is evident that the accountability and performance of our municipalities is being questioned. The prime objective of this study was to conduct research into the successes or failures of the implementation of Performance Management at Fezile Dabi District municipality. The process of research included among others, literature review as well as empirical research in order to test the validity of the hypothesis that effective policy implementation depends on the successful implementation of Performance Management system across all municipal departments, a practice the Fezile Dabi District Municipality has not successfully implemented. A number of officials’ views were tested through the use of a structured questionnaire. The study found, among others: That half of Fezile Dabi District Municipality’s employees have limited knowledge and understanding of Performance Management regulations. Performance Management feedback sessions, when conducted, focused only on section 57 managers and all other employees were not included. The structures such as Audit Committee have not been meeting as expected and thus its monitoring role was compromised. The Performance Management section at the municipality is under-resourced, thus it is difficult to coordinate all performance matters pertaining to the municipality. In conclusion, recommendations are made in an attempt to assist the municipality to implement policy through effective, efficient and transparent Performance Management strategies. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2011
| Identifer | oai:union.ndltd.org:NWUBOLOKA1/oai:dspace.nwu.ac.za:10394/8521 |
| Date | January 2010 |
| Creators | Chuta, Vusumzi Hertzog |
| Publisher | North-West University |
| Source Sets | North-West University |
| Language | English |
| Detected Language | English |
| Type | Thesis |
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