Performance measurement will include the measurement of: Costs, resources and time used to produce outputs in accordance with the input indicators; The extent to which the activities or processes produce outputs in accordance municipality’s with the output indicators; The total improvement brought by outputs in accordance with outcome indicators. The main purpose of the performance management system is to improve performance by identifying reasons for under performance and designing measures to take corrective action. In the case of Section 57 employees, it can form part of their performance contract in terms of which rewards are calculated. Line managers will be responsible for most measurements. Measurement, assessment and reporting will be central to the management duties of Senior Managers, Managers and Supervisors. Every supervisor and manager must be given adequate training. Following that, they should, at least bi-annually but preferably quarterly, have a performance interview with all staff under their direct supervision to ensure that: The performance plan for each employee aligns with the performance plan for the organization and the IDP; Performance gaps and reasons for those gaps are identified; A consolidated report is submitted relating to improving organizational constraints to performance for consideration by management or in the next revision of the IDP or by Council, as the case may be; Personal performance gaps are identified and that an improvement plan is prepared for each Section identifying corrective measures such as training needs, better control measures, better delegations or other measures to be taken. A copy of the Performance Improvement Plan must be submitted to Human Resources as part of the personal performance management system which should be developed to align with the organizational performance management system. THE RELATIONSHIP BETWEEN ORGANIZATIONAL PERFORMANCE SYSTEM, THE IDP, THE FINANCIAL AND THE PERSONAL PERFORMANCE IS INDICATED IN THE FOLLOWING FIGURE. The Minister for Provincial and Local Government published the Municipal Planning and Performance Management Regulations in 2001. Performance management in his context does not refer to the performance of employees but to the organisation. While the two are related and the MSA does require that senior municipal officials are appointed on performance contracts, there is no legal requirement that a municipality should have a PMS for its employees. Performance Management in Chapter 6 of the MSA refers to the performance management of the municipality as an organization.
Performance measurement will include the measurement of: Costs, resources and time used to produce outputs in accordance with the input indicators; The extent to which the municipality’s activities or processes produce outputs in accordance with the output indicators; The total improvement brought by outputs in accordance with outcome indicators. The main purpose of the performance management system is to improve performance by identifying reasons for under performance and designing measures to take corrective action. In the case of Section 57 employees, it can form part of their performance contract in terms of which rewards are calculated. Line managers will be responsible for most measurements. Measurement, assessment and reporting will be central to the management duties of Senior Managers, Managers and Supervisors. Every supervisor and manager must be given adequate training. Following that, they should, at least bi-annually but preferably quarterly, have a performance interview with all staff under their direct supervision to ensure that: The performance plan for each employee aligns with the performance plan for the organization and the IDP; Performance gaps and reasons for those gaps are identified; A consolidated report is submitted relating to improving organizational constraints to performance for consideration by management or in the next revision of the IDP or by Council, as the case may be; Personal performance gaps are identified and that an improvement plan is prepared for each Section identifying corrective measures such as training needs, better control measures, better delegations or other measures to be taken. A copy of the Performance Improvement Plan must be submitted to Human Resources as part of the personal performance management system which should be developed to align with the organizational performance management system. THE RELATIONSHIP BETWEEN ORGANIZATIONAL PERFORMANCE SYSTEM, THE IDP, THE FINANCIAL AND THE PERSONAL PERFORMANCE IS INDICATED IN THE FOLLOWING FIGURE. The Minister for Provincial and Local Government published the Municipal Planning and Performance Management Regulations in 2001. Performance management in his context does not refer to the performance of employees but to the organisation. While the two are related and the MSA does require that senior municipal officials are appointed on performance contracts, there is no legal requirement that a municipality should have a PMS for its employees. Performance Management in Chapter 6 of the MSA refers to the performance management of the municipality as an organization.
EPMLM%20Performance%20Framework%20-%20FINAL%2025-11-10.docx