PERFORMANCE MANAGEMENT SYSTEM Sample Clauses

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopts or introduces for the Employer, management and mu- nicipal staff of the Employer. 5.2 The Employee accepts that the purpose of the performance management sys- tem will be to provide a comprehensive system with specific performance ▇▇▇▇- dards to assist the Employer, management and municipal staff to perform to the standards required. 5.3 The Employer will consult the Employee about the specific performance ▇▇▇▇- dards that will be included in the performance management system as appli- cable to the Employee.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer must consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the key performance indicators (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Competencies both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs/outcomes (performance indicators) identified as per attached Performance Plan, which are linked to the KPAs, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee; 5.7 The Competencies will make up the other 20% of the Employee’s assessment score. The Competencies are spilt into two groups, leading competencies (indicated in blue on the graph below) that drive strategic intent and direction and core competencies (indicated in green on the graph below), which drive the execution of the leading competencies. Strategic direc on and leadership People management Program and project management Financial management Change leadership Governance leadersip Moral competence Planning and organising Analysis and innova on Knowledge and informa on management Communica on Results and quality focus

PERFORMANCE MANAGEMENT SYSTEM. The Department recommends that the Customer require Contractor to have a performance management system to track project cost, schedule, deviations, and status.

PERFORMANCE MANAGEMENT SYSTEM. 5.1. The Employee agrees to participate in the performance management system that the Municipality adopts or introduces for the Employer, management and municipal staff of the Employer.

PERFORMANCE MANAGEMENT SYSTEM a. The Employee agrees to participate in the performance management system that the Employer adopts or introduces for the Employer, management and municipal staff of the Employer. b. The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the Employer, management and municipal staff to perform to the standards required. c. The Employer will consult the Employee about the specific performance standards that will be included in the performance management system as applicable to the Employee. d. The Employee undertakes to actively focus towards the promotion and implementation of the KPAs (including special projects relevant to the employee’s responsibilities) within the local government framework. e. The criteria upon which the performance of the Employee shall be assessed shall consist of two components, both of which shall be contained in the Performance Agreement. 5.5.1 The Employee must be assessed against both components, with a weighting of 80:20 allocated to the Key Performance Areas (KPAs) and the Core Competency Requirements (CCRs) respectively. 5.5.2 Each area of assessment will be weighted and will contribute a specific part to the total score. 5.5.3 KPAs covering the main areas of work will account for 80% and CCRs will account for 20% of the final assessment. 5.6 The Employee’s assessment will be based on his / her performance in terms of the outputs / outcomes (performance indicators) identified as per attached Performance Plan (Annexure A), which are linked to the KPA’s, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee: Identified Key Performance Area Weight Local economic development (LED) velopment and Transformation vice delivery nd Public participation OTAL 100%

PERFORMANCE MANAGEMENT SYSTEM a. The Employee agrees to participate in the Performance Management System that the Employer adopts or introduces for the Municipality, Management and Municipal Staff. b. The Employee accepts that the purpose of the Performance Management System will be to provide a comprehensive system with specific performance standards to assist the Employer, Management and Municipal Staff to perform to the standards required. c. The Employer will consult the Employee about the specific performance standards that will be included in the Performance Management System as applicable to the Employee.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopts or introduces for the Employer, management and mu- nicipal staff of the Employer. 5.2 The Employee accepts that the purpose of the performance management sys- tem will be to provide a comprehensive system with specific performance ▇▇▇▇- dards to assist the Employer, management and municipal staff to perform to the standards required. Original Signed as per Council Resolution C2617/07/2021 dated 29 July 2021 5.3 The Employer will consult the Employee about the specific performance ▇▇▇▇- dards that will be included in the performance management system as appli- cable to the Employee.

PERFORMANCE MANAGEMENT SYSTEM. The Regional Office, in liaison with the Accountable Body, is developing a comprehensive performance management system and evaluation framework which will encompass the decision-making process and programme and scheme delivery. This system will enable the Regional Cabinet to:  Assess the effectiveness, efficiency and value for money of schemes and the overall programme;  Monitor impact and progress towards agreed aims and goals, and to understand whether schemes are on track to deliver projected outputs and outcomes;  Maintain scrutiny and accountability;  Inform future investment priorities and resource allocations; and  Inform future activities and delivery and the sharing of best practice. Monitoring and evaluation of the Wider Investment Fund will operate at two interconnected levels, at the level of individual scheme, as defined at the FBC stage through the Assurance Framework; and at the level of the overall Delivery Programme. For schemes of significant scale or complexity the Regional Cabinet may resolve to procure external evaluation. It will be important that monitoring and evaluation exercises are scheduled to ensure a sufficient evidence base for the 5-year Gateway Review; they will therefore cover impact and economic evaluation as well as process evaluation. When undertaking the evaluation exercise use will be made of the Regional Impact Assessment tool and its broad range of indicators and factors, which are known to have a positive impact on the targets as detailed in the Regional Economic Strategy. It is essential that all schemes have an effective monitoring and evaluation plan in place to assess the effectiveness of public spending over time, and so that lessons can be learnt. Schemes will monitor against the outcomes described in the economic case. Responsibility for monitoring at a strategic level will lie with the Regional Office, whilst at the scheme level responsibility will lie with Scheme Sponsors, with the Regional Office setting compliance measures and ensuring they are adhered to and reported as required. Over time, prioritisation and sequencing will also involve a feedback loop through which the outcomes of the monitoring and evaluation work will be used to shape future investment priorities.

PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 5.2 The Employee accepts that the purpose of the performance management system will be to provide a comprehensive system with specific performance standards to assist the employees and service providers to perform to the standards required; 5.3 The Employer will consult the Employee about the specific performance standards and targets that will be included in the performance management system applicable to the Employee; 5.4 The Employee undertakes to actively focus on the promotion and implementation of the Strategic Focus Areas (SFAs) (including special projects relevant to the employee’s responsibilities) within the local government framework; 5.5 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, SFAs and Competency Framework requirements as per the Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers, both of which shall be contained in the Performance Agreement; 5.6 The Employee’s assessment will be based on his performance in terms of the outputs / outcomes (KPIs) identified as per attached Performance Plan (Annexure A), which are linked to the SFAs applicable to the Employee, and will constitute 80% of the overall assessment result as per the weightings agreed to between the Employer and Employee.