An analysis of the performance management system of the City of Tshwane Metropolitan Municipality

Abstract

The study examines the implementation of the performance management system by the City of Tshwane (CoT) Metropolitan Municipality using a qualitative content analysis of strategic documents published during the period 2014-2019. Municipalities have been mandated to provide access to basic services and the satisfaction of citizens have been used as yardstick to measure success. Yet, through public sector reforms brought on by New Public Management, the obligation to implement performance management systems have become mandatory. Using themes derived from the theoretical foundations guiding good governance and performance management, the study investigates the CoT’s implementation of their performance management system known as its Balance Scorecard to determine the performance management challenges. The study found deficiencies related to performance planning and budgeting, the lack of complete and accurate performance reporting as well as the lack of alignments between strategic and operational performance activities to be the most obvious challenges in ensuring appropriate performance management. The study contributes to the body of knowledge by providing recommendations that the Municipality can incorporate in terms of its strategic planning activities and documents to improve its service delivery function through the effective use and implementation of its performance management system.