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Presentation to officials of the Government of India

byTitus M. Ndambuki

Permanent SecretaryMinistry 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. 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

What gets measured gets done 9

Ministerial/Departmental PerformanceObjective

Tasks Activity Budget/Resources Required

ExpectedResults

Time Frame

Actors

PerformanceIndicators

Q1

Q2

Q3

Q4

MINISTERIAL/DEPARTMENTAL ANNUAL WORK PLAN e.g. FOR PERIOD 2010/11

Performance Objective

Tasks Activities

Resources

Expected Results

Time frame

Performance indicator

Dept Individual

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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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Period of appraisal is 1st July to 30th June of the following year

There will be the following forms of appraisal:

1. On-going Performance Appraisal – continuous through out the period. This is through Quarterly Reports

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%

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1. Responsible for overseeing implementation of PAS in Ministries and Departments

2. Advises the authorized officer3. Responsible for ensuring integrity and

credibility of evaluation by supervisors bya. Cascading PAS in the Ministry/Departmentb. Developing mechanisms for moderating targetsc. Receiving and reviewing quarterly reportsd. Overseeing the training of appraisees and supervisors on

PASe. Ensuring that written feedback on annual performance is

given to officersf. Discussing any PAS related disputesg. Moderating the rating scoresh. 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 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

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 non-performance 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 thefollowing circumstances:a) Poor performance (score 2)1st year - cautionary letter2nd year - warning3rd year - separation

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1st year - warning letter2nd year - 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. Staff not used to sitting with immediate supervisors to agree on targets

ii. challenges in coming up with departmental objectives linked to overall institutional objectives. (some described as activities)

iii. Difficulties crafting SMART results based targets

v. Challenges of preparing individual work plans linked to departmental work plans

vi. Resistance – PAS is viewed as an extra burden.

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