Impact pf provincial local government support for effective implementation of PMS in municipalities (Lukhanji municipality)
- Sidinana, Ngenanimazizi Orsmond
- Authors: Sidinana, Ngenanimazizi Orsmond
- Date: 2010
- Subjects: Benchmarking (Management) , Local government
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9159 , http://hdl.handle.net/10948/d1020000
- Description: One of the more frequently heard criticisms of local government is that it is not delivering the required services or it is not delivering an efficient standard of service. Performance management for local government contributes to creating a performance culture in the public service at municipal level. Performance management is a mechanism that is used to ensure that the municipality is doing its work and delivering on its mandate. The SALGA HRD Policy Conference held in March 2003 endorsed the spirit of the relevant legislation on performance management in municipalities. As the employee body and the only recognized voice of municipalities in the country, SALGA has been of the view that the legislative imperative placed on municipalities to be developmental and performance orientated cannot be overly emphasized. Concomitant with the legislative imperative has been the political will or unwavering political commitment to ensure that municipal administrations are accountable to their respective councils, and by extension, the communities they serve. The successful implementation of the Performance Management System at all municipalities will certainly serve as a yardstick in objectively measuring the performance of municipal and provincial local government officials. It is believed that the ongoing measurement of performance will inevitably lead to better delivery of services to our people. The Constitution of South Africa places a developmental mandate on local governments, with the express purpose of them providing effective and efficient services to their communities and to promote local social and economic development. Further to this, the Municipal Systems Act of 2000 provides a legislative framework for municipalities to embark on integrated development planning. Thus all municipalities require an Integrated Development Plan (lDP) to be in place in order to fully realize their objectives as set out in Section 152 of the Constitution. In the interpretation of the legislation, it is clear that the Council (the political body of the municipality) is held responsible to ensure that its municipality has an lDP and PMS in place. Thus both the political principal and the leadership of a municipality are, by law, required to fulfil their obligations in implementing the PMS, while the provincial local government department is charged with the obligation to ensure that such objectives by municipalities are realized by way of providing financial and human capital assistance. Since the lDP and PMS have been legislated in such a manner, it thus becomes legally imperative that municipalities comply with the legislation. The Auditor General is thus required to audit a municipality within this context. Failure to comply may entail certain legal repercussions. Generally, there has been a drive to inculcate improved performance in all three spheres of government. However, it becomes integral that municipalities are performance oriented, especially since it is the sphere of government closest to the grass-roots levels where the real impact of service delivery is experienced. There is undoubtedly a link between lDP and PM. However, it has been observed that both in municipalities and provincial local government there is no synergy between these two components and they tend to operate in isolation of each other. Logically, the scorecards of the organisation and individuals should be derived from the municipality's IDP; however this is not always the case. It is also evident that both the municipality and provincial local government approaches the two issues as different disciplines. Having said this, it is important for SALGA and Provincial Local Government to encourage and ensure better alignment of lDP and PMS in both the province and municipalities.
- Full Text:
- Date Issued: 2010
- Authors: Sidinana, Ngenanimazizi Orsmond
- Date: 2010
- Subjects: Benchmarking (Management) , Local government
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9159 , http://hdl.handle.net/10948/d1020000
- Description: One of the more frequently heard criticisms of local government is that it is not delivering the required services or it is not delivering an efficient standard of service. Performance management for local government contributes to creating a performance culture in the public service at municipal level. Performance management is a mechanism that is used to ensure that the municipality is doing its work and delivering on its mandate. The SALGA HRD Policy Conference held in March 2003 endorsed the spirit of the relevant legislation on performance management in municipalities. As the employee body and the only recognized voice of municipalities in the country, SALGA has been of the view that the legislative imperative placed on municipalities to be developmental and performance orientated cannot be overly emphasized. Concomitant with the legislative imperative has been the political will or unwavering political commitment to ensure that municipal administrations are accountable to their respective councils, and by extension, the communities they serve. The successful implementation of the Performance Management System at all municipalities will certainly serve as a yardstick in objectively measuring the performance of municipal and provincial local government officials. It is believed that the ongoing measurement of performance will inevitably lead to better delivery of services to our people. The Constitution of South Africa places a developmental mandate on local governments, with the express purpose of them providing effective and efficient services to their communities and to promote local social and economic development. Further to this, the Municipal Systems Act of 2000 provides a legislative framework for municipalities to embark on integrated development planning. Thus all municipalities require an Integrated Development Plan (lDP) to be in place in order to fully realize their objectives as set out in Section 152 of the Constitution. In the interpretation of the legislation, it is clear that the Council (the political body of the municipality) is held responsible to ensure that its municipality has an lDP and PMS in place. Thus both the political principal and the leadership of a municipality are, by law, required to fulfil their obligations in implementing the PMS, while the provincial local government department is charged with the obligation to ensure that such objectives by municipalities are realized by way of providing financial and human capital assistance. Since the lDP and PMS have been legislated in such a manner, it thus becomes legally imperative that municipalities comply with the legislation. The Auditor General is thus required to audit a municipality within this context. Failure to comply may entail certain legal repercussions. Generally, there has been a drive to inculcate improved performance in all three spheres of government. However, it becomes integral that municipalities are performance oriented, especially since it is the sphere of government closest to the grass-roots levels where the real impact of service delivery is experienced. There is undoubtedly a link between lDP and PM. However, it has been observed that both in municipalities and provincial local government there is no synergy between these two components and they tend to operate in isolation of each other. Logically, the scorecards of the organisation and individuals should be derived from the municipality's IDP; however this is not always the case. It is also evident that both the municipality and provincial local government approaches the two issues as different disciplines. Having said this, it is important for SALGA and Provincial Local Government to encourage and ensure better alignment of lDP and PMS in both the province and municipalities.
- Full Text:
- Date Issued: 2010
An investigation to establish whether the implementation of a structured total quality management system would add value to the South African Brewery, East London depot
- Authors: Herman, Dane
- Date: 2004
- Subjects: Total quality management , Brewing industry -- South Africa -- East London -- Quality control , Benchmarking (Management)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10866 , http://hdl.handle.net/10948/254 , Total quality management , Brewing industry -- South Africa -- East London -- Quality control , Benchmarking (Management)
- Description: No matter how receptive or unreceptive an individual or a company is to the arrival of the age of technology, this phenomenon of change cannot be overlooked in the competitive global village. Companies must respond and change if they wish to survive into the next century. The results and testing of the hypotheses in chapters four and five clearly indicate that there is a need for a structured Total Quality Management (TQM) system in the East London Depot, of South African Breweries (SAB). The vision of the company states that they aim to be the “benchmark of South African industry and the brewing world”. The mission of the company states that they wish to provide their consumers with the finest quality malt beverages, brewed and marketed by world - class people in a socially responsible and innovative manner. Two of the core values of the company are: • Customer service and consumer focus • Innovation and quality (http://Beernet) Taking the afore mentioned as a guide line, it is evident that although there is a need for a structured TQM system at the East London Depot, there are key focus areas to concentrate on for the program to be successful. The main focus area will be to change the perception of the staff with regards to doing things right the first time. Customer service is very important and should be understood by all. A competent person should be tasked with the implementation of the system. This person should then manage the system and ensure that the staff training and maintenance of documented procedures are adhered to. A TQM committee must also be established in order to perform the necessary audits. As mentioned in chapter one, the aim of the depot management is to improve on it’s current national ranking. A structured TQM program will make a huge contribution towards achieving the desired result. This will result in better results and achievement of goals. With this in mind this paper aims to investigate the feasibility of establishing a T Q M system at the East London Depot of SAB.
- Full Text:
- Date Issued: 2004
- Authors: Herman, Dane
- Date: 2004
- Subjects: Total quality management , Brewing industry -- South Africa -- East London -- Quality control , Benchmarking (Management)
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10866 , http://hdl.handle.net/10948/254 , Total quality management , Brewing industry -- South Africa -- East London -- Quality control , Benchmarking (Management)
- Description: No matter how receptive or unreceptive an individual or a company is to the arrival of the age of technology, this phenomenon of change cannot be overlooked in the competitive global village. Companies must respond and change if they wish to survive into the next century. The results and testing of the hypotheses in chapters four and five clearly indicate that there is a need for a structured Total Quality Management (TQM) system in the East London Depot, of South African Breweries (SAB). The vision of the company states that they aim to be the “benchmark of South African industry and the brewing world”. The mission of the company states that they wish to provide their consumers with the finest quality malt beverages, brewed and marketed by world - class people in a socially responsible and innovative manner. Two of the core values of the company are: • Customer service and consumer focus • Innovation and quality (http://Beernet) Taking the afore mentioned as a guide line, it is evident that although there is a need for a structured TQM system at the East London Depot, there are key focus areas to concentrate on for the program to be successful. The main focus area will be to change the perception of the staff with regards to doing things right the first time. Customer service is very important and should be understood by all. A competent person should be tasked with the implementation of the system. This person should then manage the system and ensure that the staff training and maintenance of documented procedures are adhered to. A TQM committee must also be established in order to perform the necessary audits. As mentioned in chapter one, the aim of the depot management is to improve on it’s current national ranking. A structured TQM program will make a huge contribution towards achieving the desired result. This will result in better results and achievement of goals. With this in mind this paper aims to investigate the feasibility of establishing a T Q M system at the East London Depot of SAB.
- Full Text:
- Date Issued: 2004
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