The Purpose of this Policy
The Scope of this Policy
Structure of the Policy
The provisions cover performance planning at institutional as well as individual level and key considerations for signing off these plans. It essentially provides some detail regarding what needs to be considered during the performance planning phase. It includes a detailed outline of the roles and responsibilities of the relevant stakeholders involved in the review process.
This includes a detailed outline of the roles and responsibilities of the Performance Review Committee as well as the Performance Evaluation Panel. The section mainly deals with schemes for rewards, schemes for dealing with unsatisfactory or poor results and mechanisms for settling disputes.
Applicable Definitions of Terms
This occurs throughout the performance management cycle and includes implementing scorecards, monitoring performance against the scorecards and providing training. Basically this is the collection of data and information related to the implementation of individual scorecards that will be consolidated into performance reports. p) Performance reviews and reporting: Performance reviews are conducted through formal sessions at periodic intervals during the performance cycle. These are aimed at assessing the level of performance against the scorecards and presenting reports in this regard.
It is essentially a review process to ensure consistent and fair treatment across the City; it is a form of quality control, and it must ensure the correct application of standards consistently across all structures. r) Scorecard amendments/deviations: These are changes made to individual performance scorecards after the performance agreement has been signed. These changes can be additions, subtractions or changes to the content of the scorecard. s) (Performance). 7 2.1 Legislative context of performance management in local government 2.1.1 The laws and regulations that provide the legal framework for the.
Legislative Context of Performance Management in Local Government
According to Article 67 of the SAA, a municipality must implement systems and procedures to ensure fair, efficient, effective and transparent personnel administration, including monitoring, measuring and evaluating staff performance. It requires municipalities, in adopting the annual budget, to adopt an SDBIP with service delivery objectives and performance indicators and to draw up an annual report, which must include a performance report compiled in terms of the SAA. Section 53(1)(c) provides for the Chairman to ensure that the performance agreements of Section 57 employees comply with the requirements of the SAA to promote sound financial management and are linked to agreed measurable performance targets with budget and included in SDBIP.
Pursuant to section 72(1)(a)(iv), the accounting officer of a municipality must review by 25 January each year the performance of the municipality in the first half of the financial year, taking into account the performance of each municipal entity under the sole or shared control of the municipality, taking into account reports from such entities. The MFMA Section 165(2)(b) requires each municipality and municipal entity to have an internal audit unit that advises the Accounting Officer and reports to the Audit Committee on the implementation of the internal audit plan and matters pertaining to, inter alia, performance management. Article 166, in turn, prescribes that each municipality and municipal body must have an audit committee that advises the municipal council, accounting officer and management staff of the municipality, or the board of directors, accounting officer and management staff of the municipal body, on matters related to performance management and performance evaluation, among others.
Local Government: Municipal Performance Management Regulations, 2001 In 2001, the Minister responsible for local government published Local Government: Municipal Planning and Performance Management Regulations in terms of section 49 of the MSA. The regulations require municipalities to ensure compliance of the PMS with MSA requirements, demonstrate the operation and management of the PMS, clarify roles and responsibilities, and ensure alignment with employee performance management and IDP processes.
Philosophy and Principles of Performance Management in the City
10 Local Government: Municipal Performance Regulations for Municipal Managers and Managers Directly Accountable to Municipal Managers, 2006 In 2006 the Department of Provincial and Local Government (DPLG) promulgated regulations for Municipal Managers and Managers directly accountable to the Municipal Manager, which set out how their performance must be planned, reviewed, improved and rewarded. 11 2.2.4 At a Group level the following key principles will apply to. a) Group performance requirements are contained in the City's IDP and City's scorecard (SDBIP) and are subsequently translated into sector-wide performance scorecards;.
The City’s Performance Management Objectives
The City’s Performance Management Process and Cycle
Performance Reviews: Performance reviews take place through formal sessions at periodic intervals throughout the performance cycle. This phase includes the audit of the performance management system and results of city-wide and sectoral performance. This phase includes the implementation of approved incentives and management of unsatisfactory or poor performance in accordance with legal requirements and good practice.
Development of Performance Plans
3 management competencies, [1] financial management, [2] people management &. empowerment and [3] customer orientation & customer focus, are mandatory and professional competencies are optional. 2 of the professional competencies should be selected from a range of competencies such as self-management, interpretation and implementation within legislative and national policies, Knowledge of local government, knowledge of performance management and reporting and knowledge of global and South African specific political, social and economic contexts. A scale of 1 to 5 is used when setting targets against various key performance indicators, where: performance far exceeds the standard expected of an employee at this level;. Despite management's efforts to encourage improvement, the employee has failed to demonstrate the commitment or ability to perform at the level expected in the workplace.
Conclusion of performance agreements
Amendments to the Performance Agreement
Scorecard Implementation
Performance Monitoring
20 (e) All employees are required to collect evidence to support the achievement of performance objectives and in accordance with the content of their scorecard. The following provisions apply to Section 57 employees when monitoring performance against the IDP:. The following provisions apply to Division 57 employees when tracking performance against the City scoring system:.
The following provisions apply to Section 57 employees when monitoring performance in relation to the sector's scorecard:. one). The sector leader is collectively responsible for collecting information on the implementation of the sector scorecard and consolidating this in a status report for the sector; and. The Sector Manager (who may be a Section 57 officer) will be responsible for coordinating and leading this effort.
The following provisions apply to Section 57 employees in monitoring performance against departmental business plans:. a) The Executive Directors concerned shall collect information on the implementation of the relevant department business plan; And.
Performance Coaching
Nature of Performance Reviews
Performance Rating/ Scoring
Performance Auditing
Performance Evaluation
29 6.2.5 The Mayor's Committee is responsible for reviewing the recommendations of the evaluation panels and submitting its own recommendations to the Council.
Performance Moderation
Recognising exceptional and outstanding performance
Managing unsatisfactory or poor performance
Mitigation for Unsatisfactory or Poor Performance
Dispute Resolution
Newly Appointed Employees
Transferred Employees
Employees on Prolonged Leave
Employees in Acting Positions
Resignations
The regulation deals with both the employment contract of a municipal administrator and the administrators directly accountable to the municipal administrator, as well as the Performance Agreement entered into between respective municipalities, municipal administrators and administrators directly accountable to the municipal administrators. This is done to lay a foundation for continuous performance improvement in the city and local government.
