Organisational Performance Management
SDBIP Assist facilitates the management of organisational performance on a monthly or quarterly basis. It is an electronic tool that can be tailored to address the Municipality's performance management needs. This tool has been developed taking into account legislative requirements in South Africa and best practice experience. Multiple users can view and update the SDBIP at any given time. There is no need to collect data from departments as each department is responsible and accountable for the updating of their own performance information.
1Overview of Organisational Performance Management Module
SDBIP Assist facilitates the management of organisational
performance on a monthly or quarterly basis. It is an electronic tool
that can be tailored to address the Municipality's performance
management needs. This tool has been developed taking into account
legislative requirements in South Africa and best practice experience.
Multiple users can view and update the SDBIP at any given time.
There is no need to collect data from departments as each
department is responsible and accountable for the updating of their
own performance information.
The term “Performance Management” seems to be one of those terms used frequently in the public and private sectors. But what is Performance Management and how can it assist in managing, monitoring and reporting on performance in your municipality?
Our Experience has shown that the different schools of thought have applied different jargon and methodologies to the term “performance management” which has resulted in very complex operational processes and systems creating much confusion and practical resistance to performance management being effectively implemented. Performance Management is a process and not a onceoff event. It therefore requires the appropriate level of strategic guidance and commitment from the leadership team of the organisation.
To ensure the proper alignment (downward cascading) of performance (Service Delivery) requirements to meet the required outcomes it is imperative that a top-down approach is followed. The leadership team of the municipality needs to ensure that all the strategic objectives for a specific financial year are included in the SDBIP (Service Delivery Budget Implementation Plan) for that year. Once this has been done the responsibility and accountability of meeting the set objectives must be assigned to the relevant directorates/ Sub-Directorates/ employees.
These employees, together with their respective teams will have the responsibility of ensuring that the performance indicators are met. Only once the organisational performance indicators have been assigned to the responsible employees, will those employees be in a position to downward cascade (align) the required actions to be undertaken by officials. The downward cascaded performance indicators and actions will form part of the Official’s individual performance contract (performance matrix) that he / she will be measured on during his / her performance evaluation.
Key performance indicators are those activities/outcomes that an employee needs to achieve to enable him / her to confirm to the organisation that the required actions have been completed. The KPI's need to be Specific, Measurable, Achievable, Realistic, and Time-framed (SMART) and should contribute towards the organisation achieving its goals. All KPI's should be cascaded from the Top of the organisation down to the Bottom of the organisation and must be aligned to the Organisational Strategy.
The term “Performance Management” seems to be one of those terms used frequently in the public and private sectors. But what is Performance Management and how can it assist in managing, monitoring and reporting on performance in your municipality?
Our Experience has shown that the different schools of thought have applied different jargon and methodologies to the term “performance management” which has resulted in very complex operational processes and systems creating much confusion and practical resistance to performance management being effectively implemented. Performance Management is a process and not a onceoff event. It therefore requires the appropriate level of strategic guidance and commitment from the leadership team of the organisation.
To ensure the proper alignment (downward cascading) of performance (Service Delivery) requirements to meet the required outcomes it is imperative that a top-down approach is followed. The leadership team of the municipality needs to ensure that all the strategic objectives for a specific financial year are included in the SDBIP (Service Delivery Budget Implementation Plan) for that year. Once this has been done the responsibility and accountability of meeting the set objectives must be assigned to the relevant directorates/ Sub-Directorates/ employees.
These employees, together with their respective teams will have the responsibility of ensuring that the performance indicators are met. Only once the organisational performance indicators have been assigned to the responsible employees, will those employees be in a position to downward cascade (align) the required actions to be undertaken by officials. The downward cascaded performance indicators and actions will form part of the Official’s individual performance contract (performance matrix) that he / she will be measured on during his / her performance evaluation.
Key performance indicators are those activities/outcomes that an employee needs to achieve to enable him / her to confirm to the organisation that the required actions have been completed. The KPI's need to be Specific, Measurable, Achievable, Realistic, and Time-framed (SMART) and should contribute towards the organisation achieving its goals. All KPI's should be cascaded from the Top of the organisation down to the Bottom of the organisation and must be aligned to the Organisational Strategy.
2 SDBIP / Organisational Performance Assist Key Features include:
- Easy, user-friendly update process.
- All data is maintained in one central database.
- All data is real-time and continuously up to date.
- Officials can only access information if they have been granted access rights.
- As part of monthly updates, responsible officials can be required to capture performance comments and recommended actions if performance targets are not achieved.
- The system allows for various performance calculation methods that are consistently applied.
- Officials can access the module via multiple devices (desktop, laptop, tablet, smartphone, etc.).
- Users with the required access can view organisational performance progress at any time, on any day.
- Users with the required access can generate custom tabular and graphical reports at any time, on any day.
- Automated logging of all activities in detailed activity logs.
- Automated updating of Top Layer KPIs based on performance recorded for associated departmental KPIs.
- Automated closure of update time periods can be scheduled on the system.
- The system accommodates more than one period closure per month.
- Automated reminder notifications can be scheduled on the system.
- Clearly defined user access ensures users only have access to relevant KPIs and functionality.
- Import and export functionality for financial information into and out of the system.
- Ability to produce management dashboards through reporting functionality for executive decision-making.
- Integrated electronic performance management system enabling instant reporting on organisational and individual performance.
- Clearly defines accountability and responsibility for officials responsible for updating the SDBIP.
- Functionality to attach electronic proof of evidence during monthly updates.
- Allows tracking of National Development Plan (NDP) objectives.
3SDBIP / Organisational Performance Assist Operational Benefits include:
- To ensure the proper alignment (downward cascading) of performance (Service Delivery) requirements to meet the required outcomes it is imperative that a top down approach is followed.
- The leadership team of the municipality needs to ensure that all the strategic objectives for a specific financial year are included in the SDBIP (Service Delivery Budget Implementation Plan) for that year.
- Once this has been done the responsibility and accountability of meeting the set objectives must be assigned to the relevant directorates / Sub-Directorates / employees.
- Key performance indicators are those activities/outcomes that an employee needs to achieve to enable him / her to confirm to the organisation that the required actions have been completed. The KPI's need to be Specific, Measurable, Achievable, Realistic, and Time-framed (SMART) and should contribute towards the organisation achieving its goals.
- All KPI's should be cascaded from the Top of the organisation down to the Bottom of the organisation and must be aligned to the Organisational Strategy.
- These employees, together with their respective teams will have the responsibility of ensuring that the performance indicators are met.
- Only once the organisational performance indicators have been assigned to the responsible employees, will those employees be in a position to downward cascade (align) the required actions to be undertaken by officials.
- The downward cascaded performance indicators and actions will form part of the Official’s individual performance contract (performance matrix) that he / she will be measured on during his / her performance evaluation.