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 municipal staff of the Employer.
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. 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. The Employee agrees to participate in the performance management system that the Employer adopted for the employees of the Employer; 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; 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; The Employee undertakes to actively focus on the promotion and implementation of the Key Performance Areas (including special projects relevant to the employee’s responsibilities) within the local government framework; The criteria upon which the performance of the Employee shall be assessed shall consist of two components, Operational Performance and Core Competency Requirements (CCR’s), both of which shall be contained in the Performance Agreement; 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: KPA No Key Performance Area 1 Service Delivery and Infrastructure 2 Municipal Transformation and Institutional Development 3 Local Economic Development 4 Municipal Financial Viability and Management 5 Good Governance, Public Participation Accountability and Transparency TOTAL 80% The CCR’s will make up the other 20% of the Employee’s assessment score. CCR’s that are deemed to be most critical for the Employee’s specific job are reflected in the list below as agreed to between the Employer and Employee: CCR No Core Competency Requirement 1 Strategic Capability and Leadership 2 Financial Management (compulsory) 3 Change Management 4 Knowledge Management 5 Problem Solving and Analysis 6 Programme and Project Management 7 Service Delivery Innovation 8 People Management and Empowerment (compulsory) 9 Client Orientation and Customer Focus (compulsory) 10 Communication PERFORMANCE ASSESSMENT The Performance Plan (Annexure A) to this Agreement sets out – The standards and procedures for evaluating the Employee’s performance; and The intervals for the evaluation of the Employee’s performance. Despite the establishment of agreed intervals for evaluation, the Employer may ...
PERFORMANCE MANAGEMENT SYSTEM. 5.1 The Manager agrees to participate in the performance management system that the Municipality adopts or introduces for the municipal management and municipal staff of the Municipality.
PERFORMANCE MANAGEMENT SYSTEM. 6.1 The criteria upon which the performance of the Employee shall be assessed shall consist of two components, as indicated in Annexure A, namely –
PERFORMANCE MANAGEMENT SYSTEM. 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. 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 municipal staff 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 Employer, management and municipal staff to perform to the standards required. 5.3 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. 5.4 The Employee undertakes to actively focus towards the promotion and implementation of the KPA’s (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, Key Performance Areas and core Competency Requirements, both of which shall be contained in the Performance Agreement.
PERFORMANCE MANAGEMENT SYSTEM. 1. Performance management will be done in accordance with the negotiated performance management plan, incorporated in the Forest Service Handbook 6109.13, Chapter 10, except as noted in Subsection 2(b) below.
