Browsing by Author "Prins, Whitney"

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    Assessing the extent to which performance management systems enhance performance in fulfilling objectives in an Integrated Development Plan : the case of Drakenstein Municipality, Western Cape
    (Stellenbosch : Stellenbosch University, 2023-12) Prins, Whitney; Burger, Werner, (Public administration specialist); Stellenbosch University. Faculty of Economic and Management Sciences. School of Public Leadership.
    ENGLISH SUMMARY: Performance management is a crucial aspect of human resource management, which aims to enhance organisational effectiveness and efficiency by aligning administrative activities with organisational objectives. However, a recent study by the South African Cities Network (SACN) suggests that spatial planning outcomes at the local government level may diverge from the intended transformational goals within society. The research, in conjunction with input from municipal practitioners in SACN's Built Environment Integration Task Team (BEITT), suggests the presence of a ‘compliance culture’ that emphasises conformity to institutional norms rather than promoting transformative development. The complexities that are associated with performance management systems in urban settings are of utmost importance in shaping the implementation of tasks and the exclusion of others. The primary aim of performance management is to ensure the efficient implementation of stated strategies and the attainment of desired developmental results. As per the guidelines that were provided by the Department of Provincial and Local Government, the Performance Management System requires municipalities to define goals and objectives as well as develop performance indicators, targets and development plans. Performance management is an instrumental tool that is used by local governments to assist in the continuous monitoring and assessment of performance; thus, augmenting effectiveness. This research aims to evaluate the degree to which performance management systems contribute to the achievement of objectives within an Integrated Development Plan, specifically focusing on the instance of Drakenstein Municipality. The Drakenstein Municipality has been awarded its eighth clean audit by the Auditor General of South Africa, indicating the absence of noteworthy financial irregularities, successful attainment of set targets and adherence to all applicable laws, rules and directives. The current occurrence marks the fifteenth straight occurrence in which the audit opinion has remained unqualified, which indicates that the financial statements have been fairly presented and adhere to the relevant accounting rules. Despite several breakthroughs in recent years, there persists a substantial and pressing need for improved service delivery throughout all regions inside South Africa. Municipalities have shown inadequate performance in the efficient implementation of approved policies, Integrated Development Plans (IDPs) and programmes. The Cabinet granted approval to the Local Government Turn-Around Strategy (LGTAS) in December 2009, with the objective of officially incorporating it into the budget and Integrated Development Plan (IDP) of all 283 municipalities in South Africa by March 2010. However, a substantial percentage (95%) of municipalities failed to offer any indication about the execution and integration of the turn-around efforts into the 2010/11 budgets and Integrated Development Plans (IDPs). The lack of a reliable Performance Management System (PMS) among South African municipalities poses a noteworthy concern that necessitates attention in order to effectively execute the Integrated Development Plan (IDP). By acknowledging the absence of a reliable PMS, local governments may enhance the alignment between their prescribed responsibilities and their strategic goals, which ultimately leads to improved service provision. The public sector in South Africa has been under scrutiny due to inadequate service provision within local entities, which prompted the introduction of a nationwide development framework. The evaluation of performance in local government demonstrates discrepancies, and there are several obstacles that hinder the process across different organisational cultures. Local governments should expand their efforts beyond the mere implementation of review systems and procedures to provide sufficient evaluation capacity. Moreover, the assimilation of information and competencies is strongly embedded into the organisational ethos; hence requiring comprehensive training for government workers. The current issue under investigation pertains to the limited comprehension of the extent to which performance management systems contribute to the advancement of municipalities in attaining their Integrated Development Plan (IDP) goals. The Drakenstein Municipality case study is an exemplary example due to its notable history of continuously achieving clean audit results.