Comment on the Draft Organisational Performance Management Policy

The City invites residents, stakeholders and interested parties to comment on the draft

Organisational Performance Management (OPM) Policy currently under review.

Originally adopted by Council in 2011, the OPM Policy is being updated to reflect:

• New organisational performance maturity assessments

• Updated legislative requirements

• A strategic shift towards an outcome-focused, technology-enabled and resident-centred performance management approach

What is the draft policy about?

The revised OPM Policy establishes a comprehensive framework for how the City’s performance is planned, monitored, reviewed, evaluated, reported on and audited across all City directorates, departments, municipal entities and individual employees.

Its core purpose is to ensure that municipal planning, operations and performance monitoring meaningfully contribute to achieving the outcomes set out in the City’s Integrated Development Plan (IDP).

The policy effectively ensures that the OPM system, a tool used to monitor service delivery progress in the City, is implemented well in order to achieve the set IDP objectives and in accordance with legislation.

Why is this update important?

The policy review is driven by three main factors:

• A shift toward outcomes- and impact-driven performance measurement

• To align with updated legislation, national regulations, municipal planning and budgeting frameworks, and IDP strategic priorities

• Integration with new technological advancements, including the City’s OPM digital system for data management, dashboards, reporting and auditing

The draft policy is aligned with key legislation, including the Municipal Systems Act, Municipal

Planning and Performance Management Regulations, the Municipal Finance Management Act, as well as the City’s IDP.

Comment period

Submit your comments and objections from 11 May 2026 to 11 June 2026.

Comments, inputs and recommendations in respect of the draft Organisational Performance

Management Policy can be submitted in any of the following ways:

Collaboration: Click the "Add a comment" button on the Right
Email: performance.management@capetown.gov.za
Written: submissions dropped off at Subcouncil offices

The City’s Public Participation Unit will assist those who cannot read or write, live with

disabilities or who are from disadvantaged groups and unable to submit written comments.

For assistance with capturing your verbal comment, call 0800 212 176 or email Anthea.Bendie@capetown.gov.za.

Organisational Performance Management Policy OPM A4 Afrikaans.pdf

(102.0 KB)

Organisational Performance Management Policy OPM A4 English.pdf

(102.8 KB)

Organisational Performance Management Policy OPM A4 Xhosa.pdf

(102.0 KB)

Annexure B_OPM Policy.pdf

(736.0 KB)

CTA922026- Organisational Performance Management Policy OPM_Afrikaans_150mm(w)x250mm(h) (002).pdf

(112.1 KB)

CTA922026- Organisational Performance Management Policy OPM_English_150mm(w)x240mm(h) (002).pdf

(105.4 KB)

CTA922026- Organisational Performance Management Policy OPM_Xhosa_168mm(w)x240mm(h) (005).pdf

(117.1 KB)

Phases

Phases overview

Phase 1: Comment on the Organisational Performance Management Policy

Comment on the Organisational Performance Management Policy

11 May 2026 22:00 - 11 June 2026 21:59

2 comments

Ingrid van den Berg2 months ago I read with interest that the 3rd objective of your proposed policy is "A strategic shift towards (....) a resident-centred performance management approach".I certainly hope that the CoCT is serious about this objective, as it will have a lot of improving to do to meet it.My community (Bergvliet) has attempted every possible way to communicate with the CoCT about a proposed mega school in our area, but our efforts have been totally disregarded.Indeed, the CoCT (in collaboration with the WCED) has steamrolled ahead in its plans without any consideration whatsoever for residents.It would be good to see the CoCT finally doing something about this often arrogant dismissal of residents' needs and wishes.

Reinhart S2 months ago GOAL: Resident-Centric Publicly Transparent & Integrated Collaboration – with Coordinated Action across Directorates to Hold City to Account to its ResidentsI believe that a snippet of key focus points as sown below must truly ensure residents have a voice and the City and Government, Local and National are held accountable: Residents define success – They participate in setting KPIs and targets (Section 9.5), so service delivery improvements reflect their actual priorities, not just city compliance. Transparent outcomes, not just outputs – The city must publicly report on meaningful impacts on residents’ lives (e.g., quality of life changes), not just activities completed (Sections 5.3, 9.1, 9.4). Evidence residents can use – Use both quantitative and qualitative data (5.4, 9.3) so residents and auditors can independently assess whether services actually improve well-being. Real-time accountability – Implement early detection of performance gaps (9.8) so resident concerns lead to timely corrections, not just after-the-fact reports. Cross-departmental action – End siloed responses; require coordinated work across directorates (9.6) to solve problems residents experience holistically. The end goal must be a City along with Local and National Government that truly Represent its Residents & Citizens respectively.Do this and you will do well to win the hearts of the people for the benefit of all, current and future generations.Research text supporting the policy’s resident focal points:4 Problem StatementThe City’s performance management function has traditionally been compliance-driven and output-focused. The 2011 policy emphasised compliance and auditing, whilst the historic approach has been to track activities and measure output-based indicators related to the City, meeting its service delivery mandates and fulfilling its enabling role as local government. A shift in emphasis was deemed essential; one where the focus needs to be on monitoring and measuring more meaningful outcomes and the impacts which the City has on residents’ lives.By integrating outcome-focused performance management with existing compliance and auditing processes, the City intends to enhance accountability, improve service effectiveness and build stronger trust with residents. This will be achieved by transparently demonstrating how municipal efforts contribute tangibly to positive changes and strategic priorities outlined in the City’s Integrated Development Plan (IDP).5.1 Municipal performance is systematically planned, managed, monitored, reviewed, reported, evaluated, and audited, thereby fostering improved decision-making and responsiveness to resident’s needs.5.3 The City’s existing OPM system is enhanced by moving toward the monitoring, evaluation and tracking of outcome and impact indicators, which includes assessing long-term value and outcomes of municipal services and initiatives on residents’ quality of life.5.4 Comprehensive measurement frameworks that combine both quantitative and qualitative data are used to assess improvements in service delivery.5.6 Public transparency is maintained through measurable Key Performance Indicators (KPIs), enabling residents to assess the effectiveness of service delivery. This includes operations in municipal entities being guided by the PMS to ensure optimal efficiency, effectiveness and economy; whereby there is strategic, appropriate and fair use of the budget.9.1 Outcome and Impact Inclusion: Integrate meaningful outcomes and long-term impacts on residents alongside existing compliance and output measures, focusing on the City’s strategic priorities as identified in its IDP at the start of each term.9.3 Evidence-Based Decision-Making: Embed a culture of using comprehensive data, evidence, and qualitative insights for decision making, and continuous service improvement.9.4 Transparency and Accountability: Maintain transparency in both compliance-based outputs and outcomes reporting, enhancing public trust and engagement.9.5 Resident-Centric Engagement: allow residents to participate in defining and setting appropriate key performance indicators and targets, ensuring their perspectives inform service delivery improvements in terms of MSA section 42.9.6 Integrated Collaboration: Encourage coordinated action across directorates to achieve shared outcomes, recognising that meaningful results often require collaborative efforts beyond departmental silos.9.7 Performance Excellence Culture: Foster a culture of continuous improvement, innovation, accountability, and high-performance standards across all levels.9.8 Proactive Management and Correction: Implement robust mechanisms for real-time monitoring and early detection of performance gaps, enabling timely interventions and sustained progress toward desired outcomes.These principles are beneficial to the City, as they address key challenges and opportunities unique to the city’s governance, service delivery, and long-term sustainability. Implementing these principles enhances Cape Town’s governance, making it more efficient, transparent, and resident-focused, ultimately leading to improved service delivery, stronger community trust, and sustainable urban development.End

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Comment on the Draft Organisational Performance Management Policy

What is the draft policy about?

Why is this update important?

Comment period

Phases

Comment on the Organisational Performance Management Policy

2 comments

Objectives need to match on-the-ground experiences

NB GOAL: Resident-Centric Publicly Transparent & Integrated Collaboration – with Coordinated Action across Directorates

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Comment on the Draft Organisational Performance Management Policy

What is the draft policy about?

Why is this update important?

Comment period

Phases

Comment on the Organisational Performance Management Policy

2 comments

Objectives need to match on-the-ground experiences

NB GOAL: Resident-Centric Publicly Transparent & Integrated Collaboration – with Coordinated Action across Directorates

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