MR M N SARLIE

Officer:Student Assessment Administration:

Invigilation and Examination Administration Division

Performance Agreement

1 January to 31 December 20081 PERSONAL DETAILS

Name: Mr MN SarliePersonnel number: 90014170

2 THE PARTIES TO THE AGREEMENT

The parties to the agreement are

Mr MN Sarlie, hereinafter referred to as the OFFICER

and, acting on behalf of the University of South Africa,

Mrs A S Cilliers Student Assessment Administration: Invigilation and Examination Division, Florida CampusThis agreement contains the LINE MANAGER’S expectations with regard to the performance of the OFFICER. It further provides for a systematic evaluation of the OFFICER”S performance and his achievement of his objectives set out in the Directorate’s and Department’s 2008 operational plans.

The agreement is for the period 1 January 2008 to 31 December 2008.

3 FUNCTIONS OF THE OFFICER

3.1 KEY PERFORMANCE AREAS

The key performance areas for the Officer are the following:

1. Processing of exam question papers & typing audio cassettes

2. Communication and correspondence. (5 )

3. Invigilation and examination venues (90 )

4. Answer books administration and counter services

5. Mark capturing (5 )

3.2 KEY FOCUS AREAS FOR 2008

In line with the three operational themes identified by the Principal and Vice-Chancellor for Unisa for 2008, the focus areas for the Director for the period of the agreement are the following:

1. Administration of permanent national examination centres. (40)2. Administration of invigilators contracts. (20)

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3. Administration of invigilator and venue claims. (35)4. Administration of counter services. (5)

4 KEY DUTIES AND RESPONSIBILITIES

4.1 The Officer is directly accountable to the Supervisor for the Officer’s performance, the realization of this Performance Agreement and, more specifically, for the following:

4.1.1 Procure examinations for the students of Unisa.

4.1.2 Administration of invigilator contracts in order to render an effective service.

4.1.3 Administration of invigilators and venue claims in order to render an effective service.

4.1.4 General counter service in order to secure students receive correct/efficient service.

4.1.5 Performing all other functions required of him by law or assigned to him by the SUPERVISOR.

4.2 To enable the Officer to perform his duties and exercise the power entrusted to him, the Supervisor undertakes to:

4.2.1 create an enabling environment;

4.2.2 ensure the availability of adequate funds for the Officer to deliver against key duties and responsibilities; and

4.2.3 ensure effective communication on all relevant matters with the Supervisor.

4.3 The relationship between the Officer and the Supervisor is pivotal to the good administration of the Division. Within this relationship, the Officer must act with integrity and professionalism, within the law and with the utmost respect for the role of the Supervisor.

4.4 The Officer is accountable to the Supervisor for carrying out the functions and duties of the post of Officer for rendering free and frank advice to the Supervisor; for the general conduct of the Division and the efficient, effective and economical management of the activities of the Division.

5 REPORTING REQUIREMENTS

5.1 The Officer reports to the Supervisor in respect of this whole agreement, particularly when performance does not meet expectations.

The Officer must

5.1.1 alert the Supervisor to any emerging factors that could preclude the achievement of any performance agreement undertakings

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5.1.2 establish and maintain appropriate internal controls and reporting systems in order to meet performance expectations

5.1.3 provide quarterly reports to the Supervisor on the revision of targets, if necessary, and on progress towards the achievement of performance agreement undertakings

6 PERFORMANCE REVIEW AND ASSESSMENT

The Supervisor must review the performance of the Officer by 31 June 2008 and must assess his performance by 15 November 2008.

7 DISPUTE RESOLUTION

Any dispute that may arise from this agreement must be referred to the LINE MANAGER for resolution.

8 PERFORMANCE UNDERTAKING

In pursuance of the strategic direction the University has undertaken to achieve its mission and vision, I, Moeghamed Naiem Sarlie, commit myself to achieve the outputs as contained in the work plan (Appendix A) and the Directorate’s and Department’s Operational Plan for the period January 2008 to December 2008.

9 SIGNATURES OF THE PARTIES TO THIS AGREEMENT

The contents of this document have been discussed with and agreed upon by the Supervisor

Name: Mr MN SARLIE

Signature of Officer:

____________________________________________

Date:

____________________________________________

The contents of this document have been discussed with and agreed upon by the Officer and Supervisor. I sign this agreement on behalf of the University.

Name: Mrs AS Cilliers

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Signature of Supervisor:

____________________________________________

Date: __________________________________________

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APPENDIX A: WORK PLANINCUMBENT DESIGNATION LINE MANAGER DESIGNATION AGREEMENT PERIOD

Please complete Please complete Please complete Please complete 2008-01-01 to 2008-12-31

KPAW

EIGH

T OBJECTIVES ACTIVITIES IOP PERFORMANCE MEASURES

TARGETS AND / OR STANDARDS

INTERDEPENDENCIES

1 Provide leadership aligned with the Department’s and Directorate’s strategic and operational plans

101.1 Set, maintain and

review the Directorate’s direction

Participate actively in the review of the Department’s Strategic Plan and align Directorate’s plans

7.6Management approval Record of inputs for review of

Department’s strategic plan

Ensure that the Directorate’s 3-year plans and policies fully support the Department and Directorate’s plans

7.6Management approval Directorate policies approved by

the Management Committee by (date)Directorate’s 2009-2011 operational plan approved by Executive Director by (date)Directorate’s 2009-2011 budget approved by Executive Director by (date)

Contribute to creating shared understanding on the components of institutional identity

2.1Quantity and quality of contributions

Quality contributions in discussion forums, workshops etc on institutional identity as and when required

1.2 Build and utilize Unisa’s core competencies by institutionalising ODL as a business model

Provide inputs into aligning the institutional business architecture with the ODL model

7.1Progress according to plan Progress with alignment of

Directorate’s policies, procedures, processes and technologies to new ODL business architecture by November

1.3 Ensure the leadership necessary to drive the Department’s strategy

Develop own leadership capabilities8.2

Targets in development plan

Level of participation

Own development plan implemented by November

Full participation in leadership development programmes for middle management

Develop leadership capabilities of direct reports through mentoring and coaching

8.2Quality of mentoring and coaching

Inputs into personal development plans of all direct reports and continuous support in implementing the plans

1.4 Ensure that the next level line manager

Provide written and verbal advice to the next level line manager and other

Quality and timeliness of advice

Quality and timely advice that enables the next level line

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KPA

WEI

GHT OBJECTIVES ACTIVITIES IOP PERFORMANCE

MEASURESTARGETS AND / OR

STANDARDSINTERDEPENDENCIES

and other colleagues are informed and advised on matters pertaining to the Directorate’s business

colleagues manager and other colleagues to take sound decisions on matters related to the Directorate’s business (as reflected in e.g. minutes of meetings)

Provide written submissions on Directorate’s business to various management structures as required

Management approval Approved submissions by the Director to various management structures

2 Facilitate change and transformation 10

2.1 Foster a culture of continuous quality improvement aligned to the approved ODL model

Quality of leadership and guidance in terms of setting norms and standards, assigning targets via the delegation process, allocating resources and ensuring regular reporting and appropriate corrective action to achieve the following targets:Participate in the HEQC audit

9.1Quality of participation Full participation in and support for

the HEQC auditManage the Directorate’s quality improvement plan

Compliance with plan Targets in Directorate improvement plan achieved

Continuously improve the functioning, outputs and impact of the Directorate through implementation of a quality assurance system

Progress with implemenation

Progress towards implementation of a quality assurance system in the Directorate

2.2 Establish a culture of performance, accountability and stewardship through the IPMS aligned with corporate performance management

Provide leadership and guidance, monitor and enable successful performance management by carrying out the following activities and achieving the following targets:Put in place performance agreements for direct reports 2.2

Compliance with IPMS calendar and directives

Performance agreements of all direct reports in place by 31 May

Continuously monitor and develop performance of direct reports through monthly one-on-one sessions, etc.

Performance of direct reports continuously monitored and developed through monthly one-on-one sessions etc.

Conduct interim performance reviews of all direct reports

Interim performance reviews of all direct reports conducted by 30 July

Conduct annual performance assessments of all direct reports

Annual performance assessments of all direct reports conducted by 30 January 2009

2.3 Actively champion the principles and areas of no compromise in the Unisa Service Charter to enhance service excellence and customer care in the Portfolio

Quality of leadership and guidance in terms of setting norms and standards, assigning targets via the delegation process, allocating resources and ensuring regular reporting and appropriate corrective action to carry out the following activities and achieving the following targets:Develop a service charter for the Directorate in line with the Unisa and Departmental service charter

2.3 Management approval

Staff satisfaction index

Student satisfaction index

Sufficient progress with the Directorate’s service charter by 30 November

Develop a client value proposition and standards of service to clients

Documented and approved standards of service to clients

Implement processes and methods to attain the desired service standards

Documented and approved processes and methods to attain the desired service standards

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KPA

WEI

GHT OBJECTIVES ACTIVITIES IOP PERFORMANCE

MEASURESTARGETS AND / OR

STANDARDSINTERDEPENDENCIES

Monitor the attainment of the required service provision

Improvement in dimensions of staff and student satisfaction index relevant to the Directorate

2.4 Exercise due influence to transform organisational climate and culture in line with strategic objectives and institutional priorities (see dimensions of staff satisfaction index)

Quality of leadership and guidance in terms of setting norms and standards, assigning targets via the delegation process, allocating resources and ensuring regular reporting and appropriate corrective action to achieve the following targets:Ensure effective communication in the Directorate and with clients and stakeholders

2.4 &

2.5 &

2.6

EE targets

Staff satisfaction index

Up to date websites

Well informed staff

Timely and well-designed communiqués around major Directorate issues

Lead by example through a transparent, participative, and inclusive leadership styleDraft, implement and monitor an EE plan for the Directorate incorporating strategies to recruit and retain staff from designated groups, including people with disabilities

EE plan developed by July 2008 and progress with implementation

Promote cultural diversity and demonstrate sensitivity to issues of race, gender, disability, sexual orientation, and so on

3 Exercise collective responsibility for the leadership of the Department and Directorate

103.1 Ensure effective

integration and alignment of Directorate isues through appropriate committees and governance structures

List existing cross functional committees, task teams etc.

Indicate what mechanisms are in place to ensure integration (conversation cicrles, forums, task teams, committees)

Quality of Committee resolutions

Impact

Stakeholder feedback

Improved institutional integration

Positive stakeholder feedback

3.2 Support the effective functioning of the Directorate and Departmental Management Committees

Consult with colleagues on decisions affecting them

Help to break down silos in the Department and Unisa

Comply with statutory and regulatory directives

Actively participate in departmental risk management

Contribute to the Department’s efficiency and cost effectiveness

Diligently fulfil governance obligations in line with Council directives and Unisa Statute

Diligently fulfil committee

Quality and timeliness of advice

Client feedback Feedback from

Colleagues Quality Due dates Consultation Composition of

Directorate teams

Strategic priorities of Directorate formulated interactively with Director and other line managers

Report on strategic priorities addressed within Directorate meetings indicating issues that have been resolved, impact achieved and own contribution

Other line managers consulted on decisions affecting them

Effective multi-disciplinary / crossfunctional diverse teams exist for important Directorate

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KPA

WEI

GHT OBJECTIVES ACTIVITIES IOP PERFORMANCE

MEASURESTARGETS AND / OR

STANDARDSINTERDEPENDENCIES

responsibilities – especially where leadership is required – to ensure the effective management of Unisa and consistent advocacy of the vision, mission and objectives of Unisa

Demonstrate exemplary professionalism and rigour in personal conduct

Build effective multi-disciplinary / crossfunctional diverse teams for initiatives in the Directorate

initiatives

4 Oversee effective implementation of Directorate’s operational plan

40Add main Directorate initiatives as reflected in 2008-2010 IOP and Directorate operational plan, including strategic projects and major operational initiatives

Quality of leadership and guidance in terms of setting norms and standards, assigning targets via the delegation process, allocating resources and ensuring regular reporting and appropriate corrective action to achieve the following targets:4.1 To be completed

4.2 To be completed

4.3 To be completed

4.4 To be completed

4.5 To be completed

4.6 To be completed

4.7 To be completed

4.8 To be completed

5 Effectively manage human and other resources in the Directorate in order to achieve Directorate plans

205.1 Effectively lead the

Directorate Management Team and ensure effective human resource management in the Directorate

Cultivate a collaborative and results-driven team

Stimulate interaction and promote excellence in Directorate Management Team

Provide advice and guidance to Directorate Team

Ensure role clarity Ensure effective training and

development of staff in the Directorate

Ensure effective devolution of authority in the Directorate

Demonstrate a participative and collective management style

8.1 Productivity levels of

Directorate Management Team and Directorate in general

Quality of interpersonal relations in Directorate Management Team

Motivation levels in Directorate Management Team

Compliance Competence level of

staff in the Directorate Disciplinary and

A well-informed, well-functioning and high performing Management Team

Compliance with relevant Unisa HR policies, rules and regulations

HR practices aligned to those of the University

Directorate Team developed and qualified to achieve university objectives and individual work plans

Staff satisfaction index targets achieved

Directorate climate index

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KPA

WEI

GHT OBJECTIVES ACTIVITIES IOP PERFORMANCE

MEASURESTARGETS AND / OR

STANDARDSINTERDEPENDENCIES

Do talent management in Directorate

Provide mentoring to staff Inculcate a strong work ethic in the

Directorate Create an ergonomically sound

working environment Promote staff well-being in the

Directorate Promote team spirit and collegiality

grievances statistics Staff satisfaction Index

targets achieved

5.2 Carry out overall management and oversight of the resources in the Directorate

Ensure legal compliance

Ensure sound risk management of the Directorate

7.6Legal and statutory compliance

Best practices in risk management

No deviations from legal and statutory requirements

Effective risk management in Directorate

Manage the budget of the Directorate Budgeted versus real expenditure

Spending within budget

Financially viable DirectorateEnsure functionality through appropriate structures, functions, procedures, systems, processes and policies in line with plans

% goal achievement Effective achievement of Directorate goals through strategic management

6 Practise professional citizenship

106.1 Enhance the

functioning of Unisa and the profession

Serve on relevant institutional committees 4.3

Quality of contributions Contribute to the following Committees:

Belong to relevant professional bodies Quality of contributions

Pursue own research relevant to job description and career

Sufficient progress with research

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APPENDIX B: PERSONAL DEVELOPMENT PLAN FOR 2008

DEPARTMENT: DIRECT SUPERVISOR:

JOB INCUMBENT’S NAME: INCUMBENT’S JOB TITLE:

INCUMBENT’S PERSONNEL NUMBER:

INCUMBENT’S JOB GRADE:

TRAINING/ DEVELOPMENT PRIORITY

RELEVANT KPA, OBJECTIVE OR ACTIVITY IN PERFORMANCE AGREEMENT

TRAINING INTERVENTION NEEDED (e.g. Customer Care course)

TARGET DATE NAME OF PERSON RESPONSIBLE FOR MONITORING (e.g. Direct Supervisor)

COMMENTS

1 CRITICAL (within 3 months)

Directly related to improving critical work performance

2 CORE (within 6 months)Enables an employee to perform core areas of the job content

3 INTERMEDIATE (within 12 months)

Enables an employee to perform the remaining aspects of the job content

4 ADVANCEDEnables employees to perform specialised areas of the job family

5 DEVELOPMENTAL/ELECTIVE

Provides opportunities for personal & professional growth & development

SIGNATURES Direct Supervisor: Job Incumbent:

Date: Date:

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STANDARD RATING SCALE

5 OutstandingExceptional performance in all areas of responsibility. Planned objectives were achieved well above the established standards and accomplishments were achieved in unexpected areas.

   

4 Exceeds expectationsConsistently exceeds established standards in most areas of responsibility. All requirements were met and objectives were achieved above the established standards.

   

3 Meets expectationsAll job requirements were met and planned objectives were accomplished within established standards. There were no critical areas where accomplishments were less than planned.

   

2 Needs improvementPerformance in one or more critical areas does not meet expectations. Not all planned objectives were accomplished within the established standards and some responsibilities were not completely met.

   

1 Does not meet minimum standards

Does not meet minimum job requirements. Performance is unacceptable. Responsibilities are not met and important objectives have not been accomplished. Needs immediate improvement.

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Managing the Performance Agreement1 Introduction

Managing performance at the individual job level involves a cycle of activities. The UNISA performance management system has four stages to it, namely: Performance Agreement Planning and Formulation Stage Performance Agreement Implementation, Monitoring and Quarterly Review Stage Performance appraisal stage Performance outcome stage: Replanning, Corrective Action and Skill Development

2 Planning and Agreement Formulation Stage

During this stage the performance commitments, deliverables, performance standards and time frames are developed and recorded in the agreement. Once the agreement is signed, the Agreement Planning and Formulation Stage is completed.

3 Performance Agreement Implementation, Monitoring and Review

During this stage, the job incumbent implements her/his performance agreement, using her/his usual management methods, systems, procedures and University infrastructure. Progress against the deliverables and performance indicators identified and recorded in the agreement (some of which are emerging UNISA Key Performance Indicators (KPIs)) are monitored on a regular basis.

The incumbent reports back on a quarterly basis to her/his direct supervisor. UNISA‘s Integrated Performance Management Systems (IPMS) document refers to these report-backs as “performance conversations” since this concept indicates the style and sentiment in which these reviews are to be held. During the performance conversations, the supervisor would provide advice and guidance to the incumbent as required. Attention should be paid to the constraints and unplanned-for issues that could impact on the achievement of the deliverables required by the incumbent’s performance agreement. Exploring constructive ways of overcoming the constraints and unplanned-for issues should form the core of the performance review meetings.

4 Performance Appraisal Stage

After the end of December, as specified in the performance agreement, the performance of the incumbent is formally evaluated. 5 Replanning, Corrective Actions and Skill Development Stage

Not all performance turns out as planned, nor is this always solely the result of non-performance. Sometimes, the performance targets established cannot be achieved within required timeframes with the resources provided. On other occasions circumstances or events change and the original performance targets are no longer valid. If this occurs, very little advantage is to be gained by rigidly adhering to the original performance targets and constantly identifying performance shortfalls. In these cases, a process of replanning and reformulation of “more realistic” performance targets should be entered into.

Nevertheless, if a performance shortfall does occur because the incumbent has a skill or competency limitation that is exposed during the review and/or assessment stages, then corrective actions must be taken. This involves the creation of a personal development Plan so the performance shortfall can be addressed. This step can be initiated at any stage during the performance management cycle and should not wait until a formal performance appraisal is undertaken at the end of the year. It must, however, automatically be initiated as a standard management step should a weak or negative performance rating be obtained during the annual performance appraisal.

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