National Consumer Tribunal Annual Report 2011/12 National Consumer Tribunal 2011-12 | Page 62

Performance information
The Tribunal adopts a structured approach to the planning,
budgeting and reporting cycle, resulting in well-planned
and executed Strategic and Business Plans.
The cycle is rooted in the process of policy
development, founded on the Tribunal’s legislative
mandate as defined by Parliament through the
National Credit Act and the Consumer Protection
Act.
From the legislative roots grows the process
of strategic planning, crystallised in the
three-year Strategic Plan setting out
high-level strategic goals, a strategic
score-card and measurable targets for
the Tribunal. During the year under
review, the Strategic Plan was
reviewed and revised, as a result
of which the Tribunal’s strategic
goals have been considerably
streamlined.
Legislative
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The Strategic Plan in turn branches into an annual Business Plan, in which detailed targets
are set for each of the business units within the Tribunal, and the annual budget, setting
detailed parameters for the financial performance of the Tribunal. The Business Plan sets out
the performance targets and information required as a source of evidence for quarterly in-
year reporting to the dti. The quarterly information is in turn collated, verified and archived in
accordance with the Performance Information Policy to provide performance information for the
annual end-of-year reporting.
Monitoring of staff performance is a key aspect of ensuring that the Tribunal meets its performance
targets as an organisation. Arising from the Strategic and Business Plans, and in consultation
with individual staff members, key performance areas and targets are identified for each unit
manager. They in turn are responsible for a similar process for each of the staff members who
report to them. In this way, every staff member has a clear understanding of the expectations of
the Tribunal. With regular monitoring by management, deviations in individual performance can
be identified and corrective action put into place to minimise the risk of the Tribunal not meeting
its performance targets.
On the one hand, performance monitoring serves as motivation for staff members to achieve
agreed-on benchmarks, while on the other hand, facilitating an objective and measurable
evaluation by the Tribunal of staff performances. Incentives and performance bonuses of
up to 20% of annual salary package may be paid to staff members as reward for exceptional
performance during the year.
Criteria for performance measurements are both qualitative, in which assessment is based on the
usefulness of various outputs for its stakeholders, and quantitative, where the focus is on such
outputs as turn-around time, timeliness and frequency. In this way, a well-balanced and rounded
assessment of the Tribunal’s overall performance is possible.
Annual Report 2011
page 60 | national consumer tribunal