Transcript Titus M. Ndambuki - Performance Management Division

Presentation to officials of the Government of
India
by
Titus M. Ndambuki
Permanent Secretary
Ministry of Public Service,
Nairobi, Kenya
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To manage and improve the performance of
the Public Service by enabling a higher level
of staff participation and involvement in
planning, delivery and evaluation of work
performance
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KENYA VISION 2030
MILLENNIUM DEVELOPMENT GOALS (MDGs)
MINISTRY’S/ DEPARTMENT’S / AGENCY’S MANDATE
STRATEGIC PLAN
PERFORMANCE CONTRACT / SERVICE CHARTER
WORK PLAN / TARGET SETTING
STAFF PERFORMANCE APPRAISAL
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Link
individual
performance
with
organization performance
Enable Supervisors and Appraisees to
continuously assess work progress
Assess on a timely basis the learning
development needs of staff
Promote accountability in the Public Service
Promote communication and encourage
continuous feedback between appraisee
and the supervisor
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Set the basis on which an officer’s
performance is monitored and evaluated as
stipulated in the individual work plan
Improve the quality of work through better
planning, on-going discussions and fair
participatory appraisal; and
Provide information for decision making on
administrative and human resource issues
such as renewal of contracts, promotions,
delegation, training, deployment, reward
and sanctions
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Work Planning and Setting of Performance
Targets
Staff Competencies and Values Assessment
Monitoring and Evaluation
Mid-Year performance review
End of Year appraisal
Rewards and Sanctions
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1.
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WORK PLANNING PROCESS/SETTING OF
PERFORMANCE TARGETS
Departmental work plans are prepared
based on the Ministerial Strategic Plan –
the staff being supervised must be
briefed on the departmental objectives
and targets. These should show dept
priority objectives
Individual work plans are then derived
from the departmental work plan
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Individual
work
plan
describes
the
performance targets or expected results on
specific assignments and activities
Appraisee must hold discussions with the
immediate supervisor to agree on the work
plan
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MINISTERIAL/DEPARTMENTAL ANNUAL WORK PLAN e.g. FOR PERIOD 2010/11
Tasks
Ministerial/
Departmental
Performance
Objective
Activity
Budget/
Resources
Required
Expected
Results
Time
Frame
Actors Performa
nce
Indicator
s
Q Q QQ
1 2 34
What gets measured gets done
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Performa
nce
Objective
Dept
Tasks
Activities
Resource
s
Expected
Results
Time
frame
Performa
nce
indicator
Individ
ual
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Targets are quantifiable results or
objectives which are set by the supervisor
and the appraisee, discussed and agreed
upon and are to be attained at a future date
Sources of targets..
1. Performance contract
2. Individual work plans
3. Departmental objectives
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SPECIFIC
MEASURABLE
AGREED
REALISTIC
TIME BOUND
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This involves assessment of whether
one
possesses
certain
specific
competencies or not
Results must be achieved through
well defined values and ethics
Each value and competency must be
discussed with the appraisee at start
of the appraisal period
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1.
Period of appraisal is 1st July to 30th June
of the following year
There will be the following forms of
appraisal:
On-going Performance Appraisal –
continuous through out the period. This
is through Quarterly Reports
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this accords both appraisee and
supervisor an opportunity for joint
review of performance-January each
year.
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It is in form of a discussion on
achievements,
any
constraints
experienced and whether there is need to
vary the initial assignment
After discussion, supervisor comments on
the appraisee’s performance
If supervisor leaves the department then
he/she must appraise performance up to
the point of departure
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An evaluation of the performance of an officer
with regard to targets set and all other areas
under consideration (values and competences)
Takes place at end of reporting period
The appraisee and supervisor meet to discuss
performance – the results
Appraisee is expected to prepare a preliminary
assessment of the extent to which set targets
have been met
These are then discussed with the supervisor
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Achievement of Performance
Targets
Description
Rating
Score
points
1. All performance targets
consistently exceeded
Excellent(High
Achievers
Scheme)
101%
5
2. All performance targets fully
met
Good
100%
4
3. Some performance targets
fully met
Fair
70-99%
3
4. Performance targets partially
met
Poor
50-69%
2
5. Performance targets not met
Very poor
Below
50%
1
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1.
2.
3.
Responsible for overseeing implementation of
PAS in Ministries and Departments
Advises the authorized officer
Responsible
for
ensuring
integrity
and
credibility of evaluation by supervisors by
a.
b.
c.
d.
Cascading PAS in the Ministry/Department
Developing mechanisms for moderating targets
Receiving and reviewing quarterly reports
Overseeing the training of appraisees and supervisors on
PAS
e. Ensuring that written feedback on annual performance is
given to officers
f. Discussing any PAS related disputes
g. Moderating the rating scores
h. Identifying those who need to be rewarded or sanctioned
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Rewards at corporate level(PC Results)
 1st One month basic salary
 2nd 75% of one month basic salary
 3rd 50% of one month basic salary
Rewards at individual level
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PAS provides the basis for rewarding
exemplary performance and administering
sanctions for non-performance
Rewards are aimed at motivating public
officers for increased efficiency, improved
accountability and good conduct
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PAS to be used as the appropriate instrument in
evaluating performance
Evaluation of performance for rewards and
sanctions
Ministries/departments to organize end of year
celebrations during which excellent performers
will be recognized/rewarded through letters of
commendation, honours, and rewards/presents
Monetary incentive for excellent performance will
be awarded at the discretion of Accounting
Officers
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Authorized officers shall, on the recommendation
of the Ministerial Performance Management
Committee reward excellent Performance and
apply the appropriate sanction for poor and very
poor performance as stipulated
Rewards and sanctions scheme provides a
linkage of Performance contracting to PAS
whereby the individual staff performance
appraisal will be the instrument used to identify
performers for rewards in the best performing
Ministries/Departments
as
ranked
in
the
Performing Contracting results
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All cases of misconduct and nonperformance to be reflected in the PAS report
Disciplinary action to be taken in the Ministry
where the officer is deployed
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Sanctions will be applied in the
following circumstances:
a) Poor performance (score 2)
1st year
- cautionary letter
2nd year
- warning
3rd year
- separation
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1st year
2nd year
- warning letter
- separation
NB.
 Fair performance is exempted from
sanctions
 The sanctions to be applied strictly in
accordance with existing Service regulations
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i.
ii.
iii.
Staff not used to sitting with immediate
supervisors to agree on targets
challenges in coming up with departmental
objectives linked to overall institutional
objectives. (some described as activities)
Difficulties crafting SMART results based
targets
What gets measured gets done
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v.
vi.
Challenges of preparing individual work
plans linked to departmental work plans
Resistance – PAS is viewed as an extra
burden.
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