PROPOSALS ARE INVITED FOR THE DESIGN AND IMPLEMENTATION OF AN ELECTRONIC PERFORMANCE MANAGEMENT SYSTEM The following is an outline of what the perspective system should be capable of. 1. ESSENTIAL OUTCOMES OD AN ELECTRONIC PMS TOOL A. The electronic system should be able to link and differentiate the PMS as a three tiered system with it?s application at the different levels. B. The three levels are defined in a model broadly viewed in the context of a system?s view with clear links of input, output and outcome based integration. C. The three tiered system is as follows: (i) MACRO PERSPECTIVE LEVEL The financial perspective of the municipality must be integrated with the Integrated Development Plan (IDP). This implies that the IDP will be available in a specific electronic format with a link per objective, indicator and target dates in relation to budget parameters. The implementation of a progress measurement tracking mechanism at macro level should be able to marry financial expenditure to objective achievements. The further result would be to do selective reporting where required or give a holistic link to progress made to national imperatives. Within the context of macro perspective planning it should be able to link the IDP with the main drivers of the strategic focus areas. Practically this means that each strategic component will have a set of electronic criteria which is loaded pending the appropriate decision as to which set of criteria would be measured in an overview period. Scoring at macro level on these agreed criteria would be informed by outcome results. Primary strategic components would include: ? Leadership, ? Policy and Strategy, ? Community Focus. ? Peoples Management, ? Resources, ? Information Management and ? Operational Process.
(ii) SERVICE DELIVERY PERSPECTIVE LEVEL This level requires an electronic system to be able to link objectives with the appropriate indicator at the IDP level to ensure continuity of actual implementation of plans in more detail to enable departmental focus. The link between the different levels could be maintained through a coding system to ensure alignment and tracking. It is important that the electronic system be able to capture the business plan format which is similar to the IDP format. Reports at this level should be able to measure progress in relation to the indicators at departmental level and ensure that Managers have access to update progress. This system needs to serve as a repository data warehouse to feed a Management Information System that still needs to be developed. The implication of this link should enable simultaneous updating of progress at macro of IDP level ensuring information sharing at various levels in the municipality. Target dates for the achievement of the indicators as captured by the system should be able to deny alterations to these dates through selective access and required pre-authorisation. The reporting format of monthly progress is an extended format o f the business plan which must be incorporated in the electronic system to expedite the ability to have management reports on a real time basis supported by real information updated on the MIS. The service delivery perspective integration with efficiency would be highlighted by the process used to implement the business plan indicators and the progress made in this regard. This should be tracked by an electronic tracking mechanism able to detect poor progress in advance to ensure corrective action. (iii) INDIVIDUAL AND ORGANISATIONAL OUTCOMES LEVEL The electronic system should be able to finally link the unique code initially given to an objective at IDP level with the objective at departmental business plan level and ultimately to the achievement of individual objectives. The performance plan format should be contained in the system to enable clear agreement of expected performance. The assessment of individual performance and outcomes should have a direct link to the final outcomes of organisational results. Organisational results will not only be measured on the extend of achieving IDP objectives but also be able to measure municipal officials against criteria initially set for strategic achievement in the following areas:
? Impact on society; ? Community satisfaction; ? Staff satisfaction; and ? Supplier and partnership performance. Finally the organisational results should be a combination of scores of the three tiered system and be benchmarked with best practices as provided by Moqhaka Local Municipality to ensure continuous improvement. 2. GOVERNANCE PROCESS PERSPECTIVE The electronic system should be able to ensure that scores that are allocated by the Internal Audit section for governance compliance within departments be incorporated in the final calculation of departmental service delivery outcomes. 3. SYSTEM REQUIREMENTS (a) The proposed system needs to be web-based. Users need to be able to access the system through an interface like Internet Explorer. (b) User rights need to be defined as to whom can have access to the system on different levels. (c) The system must be user-friendly allowing municipal officials to enter relevant IDP, business plan and criterion sets information into the system. (d) The system must be able to be accessed from different locations. It is important that Moqhaka Local Municipality must also have access to this system, dependant on user rights to monitor progress and to pull reports. (e) The system must be compatible with a project management system like Microsoft Project interfaced at a service delivery level. (f) It is important that this system must be developed in such a way that it will serve as repository data warehouse for the integration into a Management Information System that still needs to be developed to ensure that progress on performance informs baseline indicators. (g) The systems should be able to generate reports in terms of the Free State Growth & Development Strategy & according to the Key Performance Areas as identified in the Vuna Awards: 1. Service Delivery & Infrastructure Development 2. Local Economic Development 3. Municipal Financial Viability
4. Municipal Transformation & Institutional Development 5. Good Governance (h) Necessary hardware and software required for the system must be inclusive of the proposal. 4. CONCLUSION It is important that clear links must be established to ensure that performances at different levels are aligned and updates in an integrated manner. 5. SUMMARISED OUTPUTS OF THE PMS ELECTRONIC SYSTEM o Three levels of performance results must be integrated. o Financial data integration with development plans. o IDP format available to cascade to different levels. o Management Information System (MIS) linked to PMS system to ensure that progress on performance informs baseline indicators. o PMS be linked to strategic components to ensure focussed planning. o Progress tracking at IDP, business planning and individual levels. o Ensure coded link between IDP, departmental and individual objectives. o Business plan format available to input cascaded IDP information. o Progress reporting format available based on business plan progress. o Measurement against target dates indicating progress achievement score. o Extension of target dates subject to system authorisation mechanism. o Progress updates facility able to identify user. o Able to extract different reports subject to requirements. o Performance plan format available to link individual performance objectives to the business plan objectives. o Organizational results available in relation to national indicators, accumulative departmental scores and IDP achievements.
o Ability to transfer scores to a consolidated score sheet at the three different levels. o Ensure the ability to incorporate an independent score.