Introduction to performance management framework in public service

GTI - Mombasa
Senior Management Courses
Introduction to Performance Management Framework
in Public Service

Gabriel Lubale
Phone: 0726 934441

Objectives
 To explain the concept of
performance management
framework in the public service.
 To discuss the challenges facing
implementation of PMF in the
Public Service.
 To highlight the achievements /
Milestones of PMF.
2 Copyright © 2012 www.gabriellubale.com

THEORETIC FRAMEWORK FOR
PERFORMANCE MANAGEMENT

Management
Planning, Organizing, Staffing, Directing, Controlling, Re-engineering and Budgeting (POSDCORB)

Human Resource Management
Human Resource Information Systems (HRIS), Recruitment and selection, Training and
Development, Performance management, Succession Management, Human Resource Planning,
Employee Relations, Employee Communication and Counseling, Compensation and Benefits

Performance Management
Economic Policies Result - Based Management
Copyright © 2012 www.gabriellubale.com Performance Contracting, Rapid
4
Results Initiative and PAS


Definition - Performance
This is when an employee
accomplishes duties and
produces an outcome a
specified job or activity or task
during a specific time.


PERFORMANCE MANAGEMENT … CONTD
Definition – Performance Management
This is the total system of gathering information
on performance, Reviewing/evaluating
performance against the set standards, providing
feedback to the individual employees, Storing
information to improve institutional effectiveness.



To Introduce and manage a
systematic process for
improving organizational
performance by developing
the performance of
individuals and teams.

Purposes of Performance Management
1.Obtain better results from the organization, teams
and individuals by understanding and managing
performance within an agreed framework of planned
goals, standards and competency requirements.
2.Establish shared understanding of what is to be
achieved. Manage and develop people in a way that
ensures that it will be achieved.
3.Align individual objectives to organizational
objectives and ensure that individuals uphold
corporate core values.
4.Act as a lever for change.

Characteristics of Performance
Management


The Incidence and the Features in
 Performance review
 Objective setting
 Performance Management covers all jobs
 Personal development plans
 Performance improvement plans
 Performance Management in place for more than 5
years
 360-degree feedback
 Competence
 Values
 Real-time reporting

The Key Questions for
1. What do we mean by performance?
2. How can we identify good or poor performance?
3. How can we establish the cause of good or poor
performance?
4. How can we motivate people to perform well?
5. How do we deal with underperformers?
6. How can we do all this fairly and consistently?
7. How do we achieve commitment from all the
stakeholders?


Processes


Processes… contd


Managing High Performing
Organizations


APPLICATION FRAMEWORK FOR

Definition
The Public Service Commission of Kenya (PSC-K) in
2006 publication - “Human Resource Audit Manual”.
(PSC-K) lists Performance management (PM)
including Performance appraisal as a function of
HRM. The other functions of HRM are Human
Resource Information Systems (HRIS), Recruitment
and selection, Training and development, Succession
management, Harmonizing skills and functions,
Human resource planning, Employee relations,
Employee communication and counseling, Salary
administration Management of change Compensation
and benefits.

 Performance Management: Economic policies and
Implementation methodologies
 Performance Management in the Public Service is
anchored in the National Economic Blue Prints. The
current is Kenya Vision 2030 and the proceeding was
known as Economic Recovery Strategy (ERS) for
Wealth creation and Employment. ERS was
implemented from 2003 to 2007. In 2002 General
Elections President Mwai Kibaki vied on National
Rainbow Coalition (NARC) and was elected for a term
of five years, which brought to an end the supremacy
of the KANU, after being in power for 40 years without
any interruption. Kenya Vision 2030 is implemented in
5-years phases. We are in first phase 2008-2012.

Result-Based Management
Result-Based Management (RBM) is the
foundation of Performance management in
the public service. RBM is defined as a
participatory team based approach designed
to achieve defined results by improving
programme and management efficiency,
effectiveness, accountability and
transparency.
(RBM Guide, Kenya 2005).

The RBM policy framework in Kenya is based on
principles derived from benchmarking with the
Canadian and Swedish RBM models. Canadian
International Development Agency (CIDA). CIDA
defined RBM as “design to improve management
effectiveness and accountability by involving key
stakeholders in refining realistic expected results,
assessing and monitoring progress towards
achievement of expected results, integrating lessons
learned into management decisions and reporting on
performance”.
(CIDA 1996).


The three Levels of Results for are Outputs
(Deliverables), Outcomes (Effects) and Impact. These
presented as a result chain.


Result-Based Management: implementation
methodologies – RRI, P.C. and PAS
Rapid Results Initiative (RRI), Performance
Contracting (P.C.) and Performance Appraisal System
(PAS) provide a structured methodology for building
and practicing Results Based Management (RBM).
This methodology was required for successful
implementation of the Economic Recovery Strategy
for Wealth Creation and Employment (ERS) by the
Public Service. It is also required now us we
implement the Kenya Vision 2030.


Result-Based Management: implementation methodologies
– RRI, P.C. and PAS
RRI or Rapid Results Approach (RRA) is a results-focused
learning process aimed at jump-starting major change efforts and
enhancing implementation capacity. RRI tackles large-scale
medium and long term change efforts through a series of small-
scale, results-producing and momentum-building initiatives. It the
power behind the approach is that stimulates “group adrenalin”
which is vital in overcoming inertia – in 100 days!
Performance Contracting is a management tool for ensuring
accountability for results by public officials, because it measures
the extent to which targeted results are achieved. After 12
months since the Public official signed the negotiated
agreement.


Achievements / key milestones after
Implementation of Performance
Management

Results


Results …. contd


Achievements / key milestones
1. Gained Political support from the highest offices.
2. released Sector Performance Standards and benchmarked
against Key Results Areas for the various sectors of the
economy. It includes expected outcomes, performance
levels, bases for strategic plans development.
3. Engaged in driving achievement of flagship Kenya Vision
2030 projects e.g. Konza ICT City, the Lamu Port and
Transport Corridor.
4. rolled out an Information, Education and Communication
(IEC) Strategy e.g. Service Charter.
5. integrated the work of the Performance Contracting
Department with that of the Commission on Administrative
Justice and the Ethics and Anti - Corruption Commission for
the purpose of enhancing service delivery e.g. Judiciary Week
etc.

Achievements / key milestones …
contd
6. On the verge to bring on board the
remaining arms the Government (Judiciary
and Parliament).
7. Simplified and made more user – friendly
the performance evaluation methodology.
The evaluation methodology has
progressed to an extent that it is almost
wholly web-based. Public institutions are
now able to access the automated
processing IT platform and carry out in-
house evaluation .
8. kept pace with global developments in

Achievements / key milestones …
contd
9. Kenya is the leader of Performance
contracting system. This is management
accountability framework that has been
tested and recognized in Africa. Tanzania,
Uganda, Sierra Leone, and Nigeria seeking
assisted to follow us.
10. Kenya is lead champion in the
implementation of a “Performance
Management, Monitoring and
Measurement” guide in the Continent
under the auspices of the Conference of
Copyright © 2012 www.gabriellubale.com
28
African Ministers of Public Service chaired

Challenges facing the
Implementation of Performance
Management

Challenges incidences in FY
2010/111
The two corporations did not give any credible
reasons for failing to yield to evaluation as is the
requirement for all public agencies.
1. University of Nairobi Enterprise Services.
2. Media Council of Kenya.

The defaulting Local Authorities are:
1. Homa Bay Municipal Council.
2. Tabaka Town Council. A visit to Tabaka Town
Council by the external evaluators prior to the
evaluation exercise encountered a deserted station,
save for a security guard.

Challenges incidences in FY
2010/111
The following six (6) State Corporations did not sign
Performance Contracts.
1. Kenya Institute of Supplies Management.
2. Policy Holders Compensation Fund.
3. Anti-Counterfeit Agency.
4. National Council for Law Reporting.
5. Witness Protection Agency.
6. Kenya Sisal Board.


Big Question
Is failure to sign
performance contract
and/or to submit
performance reports for
evaluation is a flagrant
form of impunity?

Challenges
i. Lack of sensitization.
ii. lack of resources as well as
late release of funds.
iii. sabotage by the Stakeholders.
e.g. public banking and
investment sectors.


Challenges … contd
iv. lack of a well thought-out reward system
for the best performers by the
Government.
v. To fulfill the requirements of the
constitution, mainly the devolvement of
the system to serve County
Governments, and the imminent
extension to the other two arms of the
government - the Judiciary and the
Parliament.
vi. To expand from the tertiary sector to
cover all manner of public agencies in

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Introduction to performance management framework in public service

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