A framework for performance monitoring in the Mafube Local Municipality

Abstract

Provision of quality basic and municipal services to communities is a priority of the South African government rendered in particular by the local government sphere. Local government is mandated by the Constitution of South Africa, 1996 with the responsibility of ensuring that basic services reach communities in a sustainable and equitable manner. In order to achieve the aforementioned, the local government sphere should manage, review and monitor its performance frequently to ensure that service delivery targets are attained. This is however not always the case, as evident from the high rate of service delivery protests in South Africa (SA) and the negative audit opinions reflected in the Auditor General of South Africa’s reports. The Mafube Local Municipality (MLM) is also faced with service delivery challenges due to lack of systems to monitor the implementation of service delivery plans and the budget. It is however necessary for local government to put in place mechanisms which will monitor service delivery improvement plans within municipal boundaries. This study was undertaken to establish the existence or lack of a performance monitoring framework within the MLM which is vital for more effective and efficient service delivery. A theoretical framework for the management and monitoring of performance in local government was developed by means of this study. The study followed a qualitative research approach, where a comprehensive literature review and an empirical investigation were undertaken, with a case study as the research design. Data was collected by means of semi-structured interviews with chairpersons of portfolio committees and members of the municipal public accounts committee (MPAC) responsible for the provision of oversight over the MLM’s performance. The findings of the empirical investigation include amongst others: the existence of an outdated performance management system, a lack of a consequence management policy to provide accountability amongst the officials and politicians at the MLM, a lack of community involvement in crucial matters of the MLM, such as during the development of the performance management system, as well as the annual reporting stage of the MLM; and political interference on administrative matters. These factors do not create an enabling environment for the MPAC to execute its work adequately. The study makes relevant recommendations that will assist the MLM on how to improve the monitoring of its performance. This is done by means of the development and presentation of a performance monitoring framework seeking to improve service delivery.