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Presenter : Dipsy Mereeotlhe 13 June 2007

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Title: Presenter : Dipsy Mereeotlhe 13 June 2007


1
Planning and performance Management (SMS PMDS)
Limpopo Province
Presenter Dipsy Mereeotlhe 13 June 2007
2
Objective
To provide an overview of linkages between
planning, budgeting and performance management
in the Public Service, with emphasis on the SMS
PMDS
3
Contents
1 Planning and budgeting
2 Performance management
3 Amendments to the SMS PMDS
4 Analogies
4
1
Planning and budgeting
5
Performance where is the focus?
Organisational performance (Macro-org)
Employee performance (Behavioural)
Performance management (mgt process)
Performance Management system
Performance Appraisal System
Performance Bonuses Pay Progression
6
Performance of the department/OPM
Organisational Management systems
Programme performance
Employee performance
Financial performance
7
A Management Structures
Governance and management structures and processes Portfolio Com Minexco Clusters Exco Manco Org. structure Corporate culture Management styles Org. processes
B Period Strategic Financial
Organisational planning frameworks and processes Medium term Annual Strategic Plan MTSF Operational Plan Workplans MTEF Budget Annual budget
C
Employee performance management appraisal systems ME tools external strategic control points HoD Evaluation (PSC) SMS PMDS (DPSA) Levels 1 to 12 (Own) Quarterly reviews
8
Linking the PM cycle to planning
  • The Treasury Regulations and Public Service
    Regulations require departmental strategic plans
    approved by the Executive Authority
  • The strategic planning process must be linked to
    the budget and PMDS cycle (1 April to 31 March)
  • The SMS PMDS should facilitate these linkages
    between departmental planning and performance
    management and performance agreements.
  • Departments must customise elements of the SMS
    PMDS framework to to address their own needs and
    circumstances.

9
Linking Strategic Planning to the Electoral Cycle
  • Every five years the citizens of South Africa
    vote in national and provincial elections to
    elect the political party they want to govern the
    country or province for the next five years. The
    voters give the winning political party a mandate
    to implement over the next five years the
    policies and plans it spelt out in its election
    manifesto.
  • Following such elections the majority party in
    the National Assembly elects a President, who
    then selects a new Cabinet. The President and the
    Cabinet have the responsibility (mandate) of
    implementing the majority partys election
    manifesto nationally.

10
Peoples Contract A Better Life for All
Poverty eradication and underdevelopment
Deepening of Democracy promoting security
including social security
Fostering Healthy Skilled Productive Employee
  • Ensuring faster economic growth and development

Improving Global relations
Capacity of the State to Deliver on POA
Serving with humility and professionalism
Batho Pele principles (BP) are the guiding
platform for service delivery
1.CONSULTATION
2. SERVICE STANDARDS
3. ACCESS
4. COURTESY
5. INFORMATION
7. REDRESS
8. VALUE FOR MONEY
6. OPENESS TRANSPARENCY
11
Linking Strategic Planning to the Electoral Cycle
  • At the provincial sphere, the majority party in
    each provincial legislature elects a Premier, who
    selects a new Executive Committee. The Premier
    and the Executive Committee have the
    responsibility (mandate) of implementing the
    majority partys election manifesto within the
    province.
  • To facilitate the translation of the governing
    partys election manifesto into
    national/provincial government policy and plans
    it is desirable that the strategic planning
    process within government be synchronised with
    the electoral cycle.
  • The electoral mandate and the overarching goals
    and objectives of the new national and provincial
    governments must inform the development of a
    provincial departments Five-Year Strategic and
    Performance Plan.

12
Linking Strategic Planning to the Electoral Cycle
  • Such a link would enable the incoming President
    and Cabinet (or Premier and Executive Committee)
    to ensure that the strategic direction and
    actions of government over the next five years
    are aimed at implementing the policies and plans
    necessary to give effect to the electoral
    mandate.
  • It is, however, not possible to synchronise the
    two processes exactly. However, the aim should be
    to ensure that the next planning cycle after an
    election reflects the policies and plans of the
    new government.

13
Linking planning, budgeting reporting (1)
  • In addition, the Five-year Strategic and
    Performance Plan must be developed within the
    overall resource envelope specified by the
    current MTEF. However, the plan is also expected
    to drive projections related to the reallocation
    of existing funds and the allocation of new funds
    in the MTEF going forward.
  • The Five-year Strategic and Performance Plan must
    set out strategic goals for the provincial
    department as a whole, and strategic objectives
    for each of the programmes and sub-programmes,
    where appropriate.

14
Linking planning, budgeting reporting (2)
  • The Annual Performance Plan is based directly on
    the Five-year Strategic and Performance Plan.
  • The Annual Performance Plan must spell out
    measurable objectives, indicators and performance
    targets for outputs that will contribute to the
    realisation of the strategic objectives, and
    ultimately the strategic goals set out in the
    Five-year Strategic and Performance Plan.
  • The measurable objectives, indicators and
    performance targets must be given for the current
    financial year and the next two years so as to
    synchronise with the MTEF. The first year of the
    Annual Performance Plan must inform and be
    informed by the departments Annual Budget.

15
(No Transcript)
16
Planning frameworks informing plans
17
Integrating strategic plans and budget (1)
  • Integrating strategic planning and budgeting
    enhances
  • better budgeting in the public sector.
  • Key steps -
  • Preparing strategic plans and prioritising
    planned objectives.
  • Assessing costs and resource implications in
    preparation of the MTEF budget submission.
  • Finalising medium -term allocations and preparing
    budget documentation.
  • Developing processes to facilitate in-year
    monitoring and reprioritising of spending when
    strategic or operational plans change.

18
Integrating strategic plans and budget
  • Monitoring and evaluating the performance and
    delivery of programmes in relation to clearly
    defined priorities, objectives, key performance
    measures, indicators and targets.
  • Finalising annual financial statements and
    reports that review performance and achievements
    against the strategic plan set out at the start
    of the financial year.
  • These steps are inextricably linked and reinforce
    the benefits of integrated planning and
    budgeting, contributing to improved financial
    management in the public sector.

19
Strategy Planning
Strategy Implementation
Goals
Outcomes
Top-Line Return
Alignment
Objectives
Impact
Linkage
Measurement
Strategies
Outputs
Initiatives
Activities
Resources Inputs
Bottom-Line Investment
20
2
Performance management
21
Planning performance management
Step 1 Three-year Strategic Plan
Provincial Growth and Development Strategy
Step 2 Three-year Medium- Term Budget
Step 3 One-year Operational Plan
Step 10 Annual Review
Step 4 HOD Performance Agreement
Step 9 Performance Moderation
Step 5 Senior Managers Perf. Agreements
Step 8 Performance Appraisal
Step 6 Levels 1 to 12 Perf. Agreements
Step 7 Performance Reviews
22
Senior Management Service
  • The SMS was established in 2001 to
  • improve the states ability to recruit and retain
    quality senior managers address problems
    identified in the Baskin report (2000)
  • Subsequently the following were introduced
  • A new labour relations dispensation
  • A flexible remuneration package
  • Employment contracts and PAs
  • A performance management system (PMDS)
  • A competency management framework
  • Financial disclosure framework

23
The SMS PMDS
  • As part of the initiative to establish the SMS,
    the DPSA embarked on a review of performance
    management for senior managers. This took place
    against the following background
  • Performance Agreements were introduced in 1998
  • When introduced, PAs were not compulsory,
    although salary increases cash bonuses of
    managers were dependent on performance in
    accordance with a Performance Agreement
  • Departments had to put own performance evaluation
    systems for managers in place by 31 March 2000.
  • The MPSA introduced a standardised and compulsory
    SMS PMDS w.e.f. 1 April 2002.
  • The MPSA recently directed amendments, which were
    implemented w.e.f. 1 April 2006.

24
Performance agreements
  • From 1 April 2002 all SMS members must annually
    enter into Performance Agreements with their
    supervisors, within one month after the start of
    the cycle.
  • It is equally the responsibility of the SMS
    member as it is that of the supervisor to ensure
    that a PA is signed.
  • These PAs shall apply for a particular financial
    year and shall be reviewed annually.
  • HOD PAs must be submitted to the OPSC.
  • A minimum of two formal reviews must take place
    during the course of the year (one preferably in
    middle of the cycle and the other towards end of
    cycle).
  • The PA is the cornerstone of the performance
    management system at the individual level, while
    the detailed workplan is the core of the PA.

25
Content of a PA
  • Mandatory elements
  • Personal Particulars of the member
  • Description of the purpose of the job
  • Identification of KRAs
  • Agreement on CMCs
  • Agreement on Personal development plan
  • Dates of review
  • Dispute resolution
  • Dates for performance related reward
  • Attachment of annual workplans.

26
Assessment criteria
  • Criteria for assessing the performance of a
    manager consist of two components - both of which
    must be contained in the PA.
  • KRAs(80) describe what is expected from a
    manager i.t.o. functional job requirements -
    derived from outputs in the strategic plan /
    operational plan.
  • CMCs (20) are based on the eleven core
    competencies - every manager must be assessed
    against those CMCs applicable to her/his job
    (departments should decide which how many CMCs
    apply, and must define performance criteria).

27
KRAs
Competency Based HR Management Consultancy Information Service Standards Value for money Courtesy 25
Leadership Development Management Consultancy Information Service Standards Value for money Courtesy 25
Management of Performance Consultancy Information Service Standards Value for money Courtesy 25
Management of Career Incidents Consultancy Information Service Standards Value for money Courtesy 25
28
CMCs
People Management and Development Openness and transparency Consultancy, Courtesy, Information Service Standards, Value for money 20
Financial Management Openness and transparency Consultancy, Courtesy, Information, Service Standards Value for money 20
Customer Service and Client Orientation Openness and transparency Consultancy Courtesy Information Service Standards Value for money 20
Project Management Openness and transparency Consultancy Courtesy Information Service Standards Value for money 20
29
Review and moderation
  • One of the mandatory elements in the SMS PMDS is
    that final decisions on the granting of rewards
    must be taken by the EA who must act on the
    advice of a moderating committee.
  • The system requires that the EA must appoint a
    moderating committee, among other things to
    ensure consistency and that the Dept does not
    exceed the 1.5 of the personnel budget for cash
    bonuses.
  • Departments must develop their own review,
    appraisal and moderation arrangements.
  • HoDs are assessed by a Moderating Committee
    appointed by the OPSC (for national departments)
    and the relevant provincial OPSC (for provincial
    departments).

30
3
Amendments to the SMD PMDS
31
Some recent developments
  • In 2005 the MPSA directed amendments to the PMDS.
  • Amendments were implemented with effect from 1
    April 2006 effective for the 2006/2007 PMDS
    cycle.
  • Circular went out during March 2006 to
    departments by e-mail and hard copies were sent
    out.
  • Chapter 4 has also been posted on the DPSA
    website.

32
Changing a 3 100
  • One of the major changes in rating/assessment is
    that a three on the five-point rating scale has
    changed from 60 to 100.
  • A 3 now translates to 100 instead of 60 to show
    that if all the work (100) on the workplan has
    been done and CMCs are at a satisfactory level
    (3) the employee receives 100 of salary
    benefits.
  • Package progression now commences at 100.

33
1
2
3
4
5
Rating
Fully effective
Unacceptable
Not fully effective
Sign above expect.
Outstanding
Previous
80-100
0-39
40-59
70-79
60-69
Pay progression
B
A
65
Current
130-149-165
0-69
70-99
115-129
100-114
Pay progression
B
A
100
34
SUMMARY OF VARIOUS MEASURES OF SMS PMDS    

35
Amendments to SMS PMDS
  • FOLLOWING CORE AMENDMENTS HAVE BEEN INTRODUCED
  • The eight Batho Pele principles must be included
    in the PMDS
  • Principles are
  • Consultation
  • Service standards
  • Access
  • Courtesy
  • Information
  • Openness and transparency
  • Redress
  • Value for money

36
Amendments to SMS PMDS
  • Greater emphasis on the moderation process -
  • To give more guidance to departments
  • Departments must develop their own moderation
    process
  • DPSA developed own moderation process (copy
    distributed)
  • Compulsory CMCs and KRAs have been included for
    HoDs
  • All eleven CMCs to be included in HoD PA
  • 3 compulsory KRAs to be included in HoD PA
  • Integrated Governance
  • Regional Integration
  • MISS and overall accountability for security of
    Department

37
Amendments to SMS PMDS
  • Exposure to the coalface of service delivery
    through Khaedu project
  • Cabinet decided that all managers must undergo a
    compulsory 5 day deployment to a service delivery
    point to learn lessons from the coal face of
    service delivery.
  • Percentage cut-off point for package progression
    has been amended
  • Cut off point for package progression now 100 in
    terms of new rating scale.
  • Copies of PAs to be submitted
  • National HoDs to Pretoria OPSC.
  • Provincial HoDs to Regional OPSC in relevant
    province.
  • Amendment to the package progression system
  • Progression was previously based on a 24 month
    cycle.
  • With effect from 1 April 2006 amended to 12
    months (annual basis).

38
Assessment instrument
  • The Public Service Regulations require of
    departments to use a single instrument for
    performance assessment. An assessment instrument
    has been developed for the SMS.
  • The annual performance appraisal involves the
    assessment of the achievement of results of the
    KRAs and the CMCs in accordance with a
    five-point scale.
  • The ratings should be multiplied by the weighting
    given to the individual KRAs/CMCs to provide a
    score.
  • The Excel assessment rating calculator may be
    used to add the scores and calculate the KRA
    score (80), the CMC score (20), and a final
    combined score.

39
Excel calculator
40
Remuneration rewards
Work performance
Performance bonus
Pay progression
100
100
Salary adjustment
13th cheque
Real Performance output and/or quality level
Candidate for development or incapacity procedures
Expected Performance for job
Salary
41
4
Analogies
42
Mountain Table - Ultra lightweight fold-up table
of strong alloy
Table Mountain
43
Must not confuse -
Management Performance
Capacity Commitment Resources Work Ethics
Motivation Culture Competence Leadership
Attitude Responsibilities.
Performance Management
Policies Systems Processes Practices Results
Appraisal Measurement Bonuses Grievances.
44
All Systems of HR must work together-
Recruitment, Selection, Induction, Orientation, PA
Recruitment Policy, Selection (Competency
Assessments), Creating a good environment
Setting Perf. Standards.
Perf. Reviews, Training and Dev, Perf Rewards,
Discipline, Retain or Exit
Evaluate if standards have been met, Train,
Reward, or Punish poor performance, Retain or
exit the employee
45
INTERGRATED PEOPLE MANAGEMENT COMPRICES SEVEN
ELEMENTS OF WHICH PERFORMANCE MANAGEMENT IS A
CENTRAL CENTRE PIECE
Career/ Succession planning developmen
Recruitment, selection placement
Skills development
Exit Management
Compen-sation incentives
Orientation Induction
Performance Management Personal Development Plan
(PDP) Result Management Learning and
Development Contribution Management Career and
Development Competency Management Employee
Relations Compliance Management
46
SOUTH AFRICAN PUBLIC SERVICE SENIOR LEADERSHIP
DEVELOPMENT Manage the business and Lead Change
Leadership Development Centre
Organisational Performance Management
Leadership Development Management
Management of career Incidents
Leadership Pipelines Induction,
Orientation Coaching and Mentoring Short, Medium
and Long Term Programmes Nomination Management
Strategic Planning Framework Organisational
Management Systems Financial Management
Systems Programme Performance Performance
Management Development System
  • Recruitment and Selection Policy
  • Appointments
  • Terminations
  • Deployments
  • Transfers
  • Secondments
  • Promotions
  • Vacancy Management
  • Disclosure Framework
  • Code of Conduct and Ethics

Competency Framework Profile. Competency
Assessment. Personal Development
Plans Professional Couseling
47
Performance
Bafana Bafana greeted with loud boos at JHB
airport on their return from Egypt their
goalless performance at the 2006 Africa Cup of
Nations.
SA Proteas slump to first ever home series loss
to Australia in a century of test cricket as
Aussies win cricket thriller at the Wanderers.
Springboks thrashed in home town test as All
Blacks win at Loftus and New Zealand gets record
all-time high win of 52-16 against the Boks.
48
Performance Management
SA Football Association fires Bafana coach Ted
Dumitru
SA Cricket Association fires Protea coach Ray
Jennings
SA Rugby Association fires Springbok coach
Rudolph Straeuli
49
THE CHALLENGE OF SERVICE DELIVERY
Government introduced Batho Pele in 1997 as an
initiative to improve service delivery in the
public service based on the principle of putting
people first
How successful has this initiative been?
50
The 8-hour wait at hospital outpatients
51
Improving Service Delivery at the Coal Face
52
Improving Service Delivery at the Coal Face
What has gone wrong here? Why cant managers fix
these service delivery issues? Many managers
are struggling to deliver on the promise of Batho
Pele. Why? How can HRM help our managers to
deliver?
53
A main reason for service delivery failure in so
many public institutions is people management
why?
Abdication by line managers of their primary
function the management of their own people
it all becomes HRs job!
54
HRM is NOT a matrix function it is a critical
support function along with finance
HR
Line Manager
Finance
55
or a R1500 printer in health?
HOD
CHO (DDG)
COO (DDG)
CFO (DDG)
CD
CD
IT Committee
Procure-ment
D
D
D
D
D
Province
DD
DD
DD
DD
Area Manager (CD)
Area 1 Manager (CD)
Area 2 Manager (CD)
Area 3 Manager (CD)
Area
District Manager Ilembe
District Manager eThekwini
District Manager Ugu
District Manager
District Manager
District Manager
District
Clinical Pro-grammes
Service support
Finance
DHS
HR
Hospital Manager
Hospital 2
Hospital..
District IT Committee




8 months!!




PHC







HR
Finance/ Systems
Medical
Nursing
PRO
Institution
Need new printer big delay in outpatients!!
56
General
  • The SMS PMDS and EPMDS are now very similar
  • The over-riding problem with PMS is not the
    contents but their implementation
  • It seems that many managers are still not
    managing performance
  • All managers are entitled to be assessed
  • Poor service delivery is as a result of poor
    management and poor work/performance, not poor PMS

57
Discussion
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