Sms Performance Agreement Template

Since the introduction of performance agreements in 1998, services have had the opportunity to work with performance management systems for SMS. Based on an evaluation of this experience, DPSA has developed a more comprehensive and integrated framework for performance management, in the form of a chapter of the SMS manual. This specific chapter strives to integrate and consolidate information previously scattered in various circulars and guides. It is also about trying to fill in various gaps identified by the DPSA and the departments. State of Performance Management in the Public Service The DG referred to the state of performance management, where it found that a survey conducted by the service had shown that nine out of 34 national departments had begun to implement systems for staff below the Human Resources Management Service (SMS). One in nine provinces had begun to implement the program. The positive thing is that only three national departments and two provincial departments have not made progress in developing their own performance management systems. The DG drew attention to three levels of problems and challenges facing the service. These were specific issues related to performance management, organisation and the environment. He informed the Committee of the Performance and Development System (PMDS) for SMS. He referred to a review of the old SMS performance management system.

As part of the SMS initiative, the department has launched a review of the old performance management (PM) for SMS. The review took place in the context of the following realities. The performance evaluation system was not put in place until 1998. PaPa was not mandatory, although there were negative incentives not to follow them, such as the fact that salary increases and cash bonuses for executives depended accordingly on performance. The results in this regard have shown strengths and weaknesses. One of the strengths is that there has been a shift from a fixation on processes to the delivery of results and results; Second, the emphasis on tangible results has improved management information systems.