Exploring Performance Management Integration with Monitoring and Evaluation for Service Delivery Enhancement in the Tshwane Metropolitan Municipality in Gauteng, South Africa

Service delivery as a function of local government is measured through the Performance Management Systems (PMS). The PMS consists of the Personnel Management and Development System (PMDS) and the Organisational Performance (OP). The PMDS is understood as a Human Resources instrument used to measure how the performance of employees appointed in a local government organisation fulfil the envisaged objectives of the institution. On the other hand, the OP is used to measure the local government institution's ability and capacity to meet the expectations of the Integrated Development Plan (IDP). This study intends to establish how the PMDS and OP get utilised to achieve an impactful synergy with the Monitoring and Evaluation (M&E) model to achieve the IDP objectives as far as service delivery is concerned. The Tshwane Metropolitan Municipality (TMM) in South Africa is the selected case study to explore these questions. The study found that the PMDS operates at 'arms-length' from the OP and this weakens the potential of the M&E to make the TMM effective on its service delivery targets. The study recommended that there should be an astute and industrious coordination and institutional collaboration of the PMDS with OP to organisationally sync M&E as a transformative PMS system to tighten the service delivery arm of local government institution so that it can achieve its developmental targets. This would make the sphere of local government productive and economically viable for the citizenry to accelerate realisation of a 'Developmental Local Government' concept. Methodologically, the study utilised a critical literature review technique for analysis and interpretation.