Transcript Document

Contents
1.0
2.0
3.0
4.0
5.0
6.0
Project Goal
Project Objectives
Project Scope of Work Dashboard
Project Implementation Strategy
Project Highlights
Project Way Forward
Conclusion
1.0
PROJECT GOAL
Our overall project goal is to establish, implement and
embed a robust and credible Performance
Management Solution that provides for the
translation of all critical success priorities and
outcomes.
This process provides a platform for the
measurement of the quality of service delivery and
consequential progression of individual development
and
growth
whilst
enhancing
Community,
Management, Political oversight and sustainability of
the Municipality.
2.0
PROJECT OBJECTIVES
The projects objectives are outlined below:
1. Ensure legislative compliance and improve
political oversight;
2. Establish a culture of accountability and
Performance Management;
3. Create an enabling environment for effective
decision making, monitoring and evaluation;
4. Build capacity of all key stakeholders
(Councillors,
Managers and Employees);
2.0
PROJECT OBJECTIVES
5. Provide skills, tools and process to improve
performance;
6. Enhance financial reporting and risk
management
process relative to strategic priorities;
7. Provide for greater transparency, objectivity,
uniformity and consistency in definition and
measurement of performance across different
local structures;
8. Simplify and enhance efficiency of reporting
processes;
2.0
PROJECT OBJECTIVES
9. Mitigate risks around qualified audits on
performance management;
10. Provide a framework for performance
management for all levels and employees;
11. Ease of moderation processes; and
12. Provide for sustainability of the Municipality
3.0
PROJECT SCOPE OF WORK
1. Completion of Organisational Analysis:
The organisational analysis provided a sound basis to assess the
Municipality’s state in terms of processes, skills, leadership and
organisational culture which informed the evolution of the
project methodology.
2. Develop the Performance Management Framework &
Policy:
The Performance Management Framework was defined using
the Results Based Planning Methodology.
3. Provide, Implement and Rollout the electronic PMS:
We did a lot of rework due to lack of updated Job Descriptions
and Organisational structure. These are inherent components
of the eSystem. Pleased to report that the system was finally
configured and ready for roll-out.
3.0
PROJECT SCOPE OF WORK
4. Implement the e-PMS within the first three months after
signing the SLA :
The system is installed on Sedibeng IT system with VPN access to
Vision Activ for support.
5. Provide technological solutions to manage the Performance
management process:
Dashboards for Monitoring & Evaluation have been developed
against the organizational structure in Results Based Planning
framework
6. Design and conduct capacity building workshops for
Councillors (48) and Stakeholders on Performance
Management Process:
Project Presentation Workshops were held with MANCO,
MAYCO and Audit Committee.
3.0
PROJECT SCOPE OF WORK
7. Design and conduct capacity building workshops to
Leadership and all staff on Performance Management
System:
Several well received Capacity Building sessions around the
process and system were held across various Clusters. All
managers were trained on the theory background and
software part of ePMS.
8. Facilitate Development of Integrated Development Plan:
The migration of the Planning Framework to Results Based
planning represented significant change process and major
project key success criteria for Sedibeng. This exercise was a
major learning process for the organisation which had sown
the seeds for a new Performance Management Framework.
SDBIP Planning Framework
Five-year IDP Implementation Plan
Key Performance Area
Ultimate Outcome
Intermediate
Outcome
Indicator
Indicator
Y1 Plan
Y2 Plan
Y3 Plan
Y4 Plan
Y5 Plan
Target
X
X
X
X
X
Capital Budget
R 000
R 000
R 000
R 000
R 000
Operating Budget
R 000
R 000
R 000
R 000
R 000
Target
X
X
X
X
X
Capital Budget
R 000
R 000
R 000
R 000
R 000
Operating Budget
R 000
R 000
R 000
R 000
R 000
Service Delivery Budget Implementation Plan
Key Performance Area
Ultimate Outcome
Indicator
Intermediate
Outcome
Indicator
Direct Output
Indicator
Activity
Indicator
Q1 Plan
Q2 Plan
Q3 Plan
Q4 Plan
Target
X
X
X
X
Capital Budget
R 000
R 000
R 000
R 000
Operating Budget
R 000
R 000
R 000
R 000
Target
X
X
X
X
Capital Budget
R 000
R 000
R 000
R 000
Operating Budget
R 000
R 000
R 000
R 000
Target
X
X
X
X
Capital Budget
R 000
R 000
R 000
R 000
Operating Budget
R 000
R 000
R 000
R 000
Target
X
X
X
X
Capital Budget
R 000
R 000
R 000
R 000
Operating Budget
R 000
R 000
R 000
R 000
Accountable
Person [MM]
Accountable
Person [ED]
Accountable
Person [Dir]
Accountable
Person [Mgr]
3.0
PROJECT SCOPE OF WORK
9. Facilitate Development of the Service Delivery and
Budget Implementation Plans (SDBIP’s) – Top Level SDBIP
and Departmental (SDBIP’s)
Levels 0-4 were involved with the process of defining and
aligning their Cluster SDBIPs to Municipal, Provincial and
National Priorities/Outcomes. This exercise was a major
learning process for the organisation which had sown the
seeds for a new Performance Management Framework.
10. Facilitate the Development of the Performance
Agreements for the Municipal Manager, “Section 57”
Managers and Senior Level Managers
Draft Performance Agreements have been prepared and final
sign off of the performance agreements in the system is ongoing.
3.0
PROJECT SCOPE OF WORK
11. Develop Performance Standards for Lower Level Staff:
A simplified performance system has been developed for lower
level staff
12. Develop Performance Measurement and Evaluation
Criteria:
A Five Point Rating Scale has been used to define the
Performance Measurement and Evaluation Criteria for KPA’s,
Job Description KPA’s and Core Competencies.
13. Design and Deliver Change Management Programs:
The use of Pathfinders, i.e. a Project Team members in each
Cluster, capacitated to provide support to the colleagues,
(Internal Change Agents) comprised a major component of the
change strategy. Introduction of e-newsletter.
3.0
PROJECT SCOPE OF WORK
14. Design and Proper Evidence Management Process and
System:
Provision is made to upload evidence during performance
evaluation. A proper evidence management process was
finalised with Sedibeng Record Department, and successfully
applied by Managers during the evaluation phase
15. Provide Monitoring and Evaluation of the Performance
against IDP Objectives:
Cluster Progress Reporting has just been finalised, thus enabled
First Quarter Reporting from the system.
16. Produce Monthly, Quarterly, Mid-Year and Annual
Performance Management Reports:
Cluster Progress Reporting has just been finalised, thus enabled
First Quarter Reporting from the system.
3.0
PROJECT SCOPE OF WORK
17. Conduct Project Management:
An effective Governance process is maintained between the
Project Managers of both organisations to facilitate planning
and monitoring of the project
18. Provide Systems Support to all Staff, as and when required
during the project:
This is an on-going process, and Sedibeng Management
managers shared a positive feedback.
19. Provide Systems Support for all Staff for a Period of Three
Months after the project is completed:
The scope item is planned for May to August 2013. Major staff
support is on-going as reported in point 18 above.
4.0
PROJECT IMPLEMENTATION STRATEGY
The completion of an effective organizational analysis provided
a sound basis to inform the implementation strategy and the
development of the performance management framework
which was based on the readiness level of the Sedibeng District
Municipality (SDM).
It was agreed that a phased approach be adopted with regards
to implementation of the e-PMS system. Phase 1 comprised the
roll out of the project to Levels 0-4 whilst in line with the
project scope. Phase 2 will be recommended to be rolled out to
Levels 5-7, and Phase 3 to the remaining levels within the
organisation.
It was agreed that the Results Based Planning Methodology
will be used to develop and implement the Performance
Management Framework which aligns to National Strategic
planning frameworks.
5.0
PROJECT HIGHLIGHTS
The following covers key year to date project highlights:
1. Cooperative Government and Traditional Affairs (COGTA) has
acknowledged that this ePMS system enables legislative
compliance with regards to the requirements for
performance management
2. The process has facilitated seamless integration between
organisational and employee performance because of SDBIP
information becoming the basis for development of
performance contracts against which employee progress is
reported , monitored and evaluated
3. There is a clear line of sight between employee objectives to
departmental objectives to cluster objectives to
organisational objectives to IDP Objectives and to National
Objectives
5.0
PROJECT HIGHLIGHTS
4. SDBIP’s are defined using a Results Based Planning
framework which provides for improved performance
measurement indicators and assignment of responsible
person to establish a culture of accountability
5. SDBIP’s are captured and generated from the system
which will enhance efficiency of preparation of SDBIP’s in
future planning cycles
6. Performance Agreements are generated from the system
and uses both information from SDBIP’s and generic Job
Description KPA’s and Core Competencies
7. Intensive Training on the system and process was provided
to both Levels 0-4 and Office Managers
5.0
PROJECT HIGHLIGHTS
8. Introduction of Pathfinders/ Project Team members
(Change Ambassadors) at Cluster level
9. Provision to capture and report on budgets
10. Completion of progress reporting and monitoring for the
first quarter in the system
11. Definition of evaluation criteria provides for greater
objectivity and transparency with regards to performance
evaluation
5.0
PROJECT HIGHLIGHTS
12. Completion of first quarter evaluation in the system with
provision for on-line evidence uploading
13. Definition of comprehensive Performance Management
Handbook
14. General high level of acceptance of system by levels 0-4
15. Opportunity for establishing National Benchmark
16. Built key strategic partnership with COGTA and CPSI
(Centre for Public Service Innovation)
6.0
PROJECT: WAY FORWARD
The following covers the remaining scope of the project:
1. Support Infra- Structure
This covers on-going support to users with regards to the
Infoscape System.
2. Progress Reporting
This comprises offsite support to users with regards to the
completion of Quarterly Progress Reports for 2q, 3q and 4q.
3. Progress Evaluation
This comprises offsite support to users with regards to the
completion of Quarterly Performance Evaluation for 2q, 3q and
4q.
6.0
PROJECT: WAY FORWARD
4. Roll – Out: Levels 5-7
This comprises the engagement session and Infoscape
Training session, review and finalisation of organisational
structure, preparation of performance agreements and
performance evaluation.
5. Pathfinder Management and Governance
Upskilling of Pathfinders and maintaining monthly virtual
governance forms an integral part of the scope.
6.0
PROJECT: WAY FORWARD
6. Project Management
The scope covers project planning, monitoring and reporting.
7. Provision of Sustainable Products
This comprises the provision of :
- HELPscape which comprises a suite of sustainable tools to
embed the performance management system, and
- SKILLscape which comprises a Results Based Leadership
Program
Contact Details
Thomas Mkaza
Cel: 0836570915
Email: [email protected]
Motsumi Mathe
Cel: 0825689278
Email: [email protected]