Strategy & Shared Services
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Corporate strategy is a section within the Office of the MM. CS within this context is the overall scope and direction of the municipality and the way in which its various business operations work together to achieve the development priorities and strategic objectives. In simple terms a strategy is an integrated development plan.
Within the section are Development Planning, Performance Management Systems and IGR.


The UGU District Municipality has an adopted OPMS policy and procedural framework which was approved by Council on 30 July 2015. The PMS framework provides guidance in terms of the municipality’s cycle and processes of performance planning, implementation, monitoring, evaluation, auditing and quality control.

The IDP outlines how the challenges of sustainable development in a municipality are to be met through strategic interventions and service delivery over the five year period. The IDP is developed by the Municipality in conjunction with the community and a credible IDP must be supported by a realistic budget.

Integrated development planning, budgeting and performance management are powerful tools that can assist municipalities to develop an integrated perspective on development in their area. The performance management system monitors service delivery progress and provides focus towards priorities within an increasingly complex and diverse set of demands. It also links direct resources allocations and institutional systems to a new set of development objectives.

A municipality’s PMS is the primary mechanism to monitor, review and improve the implementation of its IDP and to gauge the progress made in achieving the objectives set out in the IDP. In addition, a municipality’s PMS must also facilitate increased accountability, learning, improvement, provide early warning signals and facilitate decision-making.

The PMS monitors actual performance against set targets and contractual obligations. Effective service delivery relies upon the IDP, efficient utilization of all resources and the PMS being closely integrated across all functions at an organizational and individual level.

The most valuable reason for measuring performance is that what gets measured gets done.

Once performance planning, the IDP, has been completed and departmental SDBIP’s are in place, they need to be implemented by executing the work in accordance with theses plans. As the work is executed, it needs to be continuously monitored and periodically measured and reported on. Reporting requires that the municipality takes the priorities of the organization, its performance objectives, indicators, targets, measurements and analysis, and present this information in a simple and accessible format, relevant and useful to the specific target group, whilst meeting the legal prescripts for reporting.

The PMS Cycle can be illustrated as follows: