Performance management framework in public service of Kenya

1. GTI - Mombasa Senior Management CoursesIntroduction to Performance Management Framework in Public Service Gabriel Lubale Phone: 0726 934441

2. 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

3. THEORETIC FRAMEWORK FORPERFORMANCE MANAGEMENT

4. ManagementPlanning, 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

5. THEORETIC FRAMEWORK FOR PERFORMANCE MANAGEMENT Definition - Performance This is when an employee accomplishes duties and produces an outcome a specified job or activity or task during a specific time.5 Copyright 2012 www.gabriellubale.com

6. THEORETIC FRAMEWORK FOR 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.6 Copyright 2012 www.gabriellubale.com

7. THEORETIC FRAMEWORK FOR PERFORMANCE MANAGEMENT CONTD To Introduce and manage a systematic process for improving organizational performance by developing the performance of individuals and teams.7 Copyright 2012 www.gabriellubale.com

8. THEORETIC FRAMEWORK FOR PERFORMANCE MANAGEMENT CONTD 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.8 Copyright 2012 www.gabriellubale.com

10. The Incidence and the Features in Performance Management 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 reporting10 Copyright 2012 www.gabriellubale.com

11. The Key Questions for Performance Management 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?11 Copyright 2012 www.gabriellubale.com

15. APPLICATION FRAMEWORK FORPERFORMANCE MANAGEMENT

16. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT Definition Performance Management 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.16 Copyright 2012 www.gabriellubale.com

17. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT 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 in17 Copyright 2012 www.gabriellubale.com 5-years phases. We are in first phase 2008-2012.

18. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT 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).18 Copyright 2012 www.gabriellubale.com

19. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT 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).19 Copyright 2012 www.gabriellubale.com

20. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT The three Levels of Results for are Outputs (Deliverables), Outcomes (Effects) and Impact. These presented as a result chain.20 Copyright 2012 www.gabriellubale.com

21. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT 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 2030.21 Copyright 2012 www.gabriellubale.com

22. APPLICATION FRAMEWORK FOR PERFORMANCE MANAGEMENT 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.22 Copyright 2012 www.gabriellubale.com

23. Achievements / key milestones after Implementation of Performance Management

26. 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.26 Copyright 2012 www.gabriellubale.com

27. 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 .27 Copyright 2012 www.gabriellubale.com 8. kept pace with global developments in

28. 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.com28 African Ministers of Public Service chaired

29. Challenges facing theImplementation of Performance Management

30. 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.30 Copyright 2012 www.gabriellubale.com

31. 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.31 Copyright 2012 www.gabriellubale.com

33. 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.33 Copyright 2012 www.gabriellubale.com

34. 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 to34 Copyright 2012 www.gabriellubale.com cover all manner of public agencies in

Performance management framework in public service of Kenya

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