1
Performance Contracts in the Management of the
Public Service in Kenya
Presentation to Officials of the Government of India
by
Richard E. Ndubai, CBS,MBS,OGW
Permanent Secretary, Performance Contracting
(Office of the Prime Minister)
Republic of Kenya
4/13/2015
New Delhi, 26 August, 2011
1
PRESENTATIONS
I. Performance Contracting in
Kenya;
II.Citizens’ Service Charters
III.Performance Appraisal Systems
Scope of Presentation
• Background to Introduction of
PCs
• Overview of PSR in Kenya
• What is a Performance Contract?
• Citizens’ Service Charter
• Experiences,
Lessons
&
Challenges
Introduction
&
Background
In 2003  new Government ►inherited
• Public Service
• Mainstream Civil Service with
ministries;
• 130 Public Enterprises;
• 175 Local Authorities
• Staff strength of about 700,000
32
Introduction & Background
Did not have:
1. a clear mission;
2. a shared vision;
3. none of the ministries had a strategic plan;
4. over 70% of state corps, and all 175 local
authorities did not have strategic plans;
5.  no clear strategic direction;
An economy growing at 0.4%!
4/13/2015
5
Introduction & Background
Public service:
a.
b.
c.
d.
e.
regarded corporate governance as a
private sector affair;
determination of performance was based
on how well processes and activities were
carried out;
Serious
problem
of
lethargy
and
inefficiency;
Lost public trust, and
Even had problems with utilization of
resources!
Introduction and Background
• In the 2004/05 FY, the Treasury released
KShs299.065billion to all ministries. Out of
this,
some KShs34.2billion or 11.4% was
however returned unutilised by the end of the
FY;
• 14 Ministries were not able to spend large
portions of the funds given by Treasury in
2004/05. They therefore surrendered back
the indicated proportion of their funding to
Treasury:
MINISTERIAL EXPENDITURES 2004/2005
(KSH MILLION)
No
Ministry/Dept
Actual
Exchequer
Funds released
Actual
Utilised
%
Actual
Utilised
Actual
Returned
% Actual
Returned
1
National assembly
5,500
4,375
80
1,125
20
2.
DPM
2,157
1,306
61
851
39
3.
Planning and Natl. Devpmt.
2,138
1,471
69
667
31
4.
Regional Devpmt.
833
492
59
341
41
5.
Agriculture
6,570
3,084
58
2,766
42
6.
Local Government
7,240
3,954
55
3,286
45
7.
Transport
4,652
3,525
76
1,127
24
8.
Justice and Const.
Affairs
2,472
992
40
1,480
60
9.
Fisheries and Livestock
3,332
2,095
63
1,236
37
10.
Co-operative Dev.
2,044
625
31
1,419
69
11.
East African Corporation
528
203
38
325
62
12
State Law Office
547
128
23
419
77
13
Trade & Industry
2,564
2,035
79
529
21
14.
Information and Comm.
670
250
37
420
63
Introduction & Background
Public sector had therefore become part
of the bigger problem!
 a drain on the exchequer for financial
support in form of grants and loans,
 Impediment to:
economic growth
recovery of the economy
Introduction & Background
Govt. quickly realized that
problem emanated from:
– Inefficient exploitation and use
of public resources;
– Unresponsive
culture;
service
delivery
Introduction and Background
∴ Need to reorient public sector
management by introducing new
systems
&
adopting
best
international practices to help to:
a. Reengineer operations to keep ahead
of growing public demand for better
services;
Introduction and Background
b. Reposition country on the growth
trajectory;
c. Create competitive advantage for the
country
d. Restore trust in Government, & dignity
of the public service;
Key Issue?
Performance Improvement
• Issue – establishing a performance
management system;
• System which focuses on appropriate
leadership and development of “people”
capacities;
4/13/2015
13
People & Institutions?
“an empowered organization is one in
which
individuals
have
the
knowledge,
skill,
desire
and
opportunity to personally succeed in
a way that leads to organizational
success”
Stephen Covey
4/13/2015
14
People, Institutions, Systems?
But Why “System”?
4/13/2015
15
Determinants of Performance
People
80% 20%
Leader
R
E
S
T
Determinants of Performance
Economic Growth
8
7.1
7
6.3
5.8
6
%
5.6
5
4.3
4
2.8
3
2.6
1.7
2
1
0.4
0
2002
2003
2004
2005
Year
2006
2007
2008
2009
2010
Stark Realities
A. Efficiency of the public service
defines and informs the efficiency
of all other sectors of an economy.
. “The quality of an effective Government
can not be lower than that of its clients –
specifically the private sector” ►
Malaysian Prime Minister, Mahathir Mohamad,
Stark Realities
B. Obstacles to performance problems do
not lie necessarily with comparative
disadvantage in resource endowment;
not even with funding deficits; but,
because of:
i). Hanging onto the same/old ways of
doing things and of solving problems;
►you cannot expect different results by persistently
applying the same techniques to solve problems
4/13/2015
20
Stark Realities
C. an agency requires a clear
strategic direction to achieve
its objectives.
“If you do not know where you are
going, any
there”.
4/13/2015
road
will
take
you
21
22
Stark Realities
4/13/2015
D. that Government Will be Improved Only
When We:
i.
recognize that we do produce outputs
and that what we do can be measured,
managed and improved;
ii. discover that we have real customers,
with all the rights and privileges that the
word “customer” bestows, and that the
satisfaction of our customers is
absolutely essential to our success.
4/13/2015
22
Stark Realities
F.
Countries in the world can be classified
according to their ability to implement
policies and programs;
Implementation depends on effective followup (M&E) (another name for accountability)
Effectiveness of follow-up and monitoring
depends on quality and not quantity of M&E
(Effective evaluation requires explicit
rankings).
Stark Realities
• Foundation of competitive advantage
for a country is Public Service
Efficiency;
Q
Q
why Public Service Efficiency?
how do we create, develop &
sustain public service efficiency?
4/13/2015
WHY PUBLIC SERVICE EFFICIENCY?
To Fulfill Obligations to Citizen:
1.deliver top quality, affordable,
accessible & timely services;
2.efficient exploitation & utilization
of public resources;
3.engender
accountability
&
transparency in the utilization of
public resources;
4/13/2015
WHY PUBLIC SERVICE EFFICIENCY?
4. create enabling environment for
economic & social activity;
5. Ultimate:
•
fast-track economic growth;
•
create wealth and employment
•
improve citizen welfare;
4/13/2015
26
Public Sector Reforms in Kenya
In Kenya
PSR began soon after independence and:
• aimed at improving the quality of the
lives of its citizens;
• targeted at elimination of poverty,
disease, hunger and ignorance, achieving
social justice, human dignity and
economic welfare for all.
Public Sector Reforms in Kenya
• exploring new pathways to promoting
good governance and sustainable
democracy through the adoption and
implementation of pro-change policies:
Public Sector Reforms in Kenya
Thrust:
1) Reorganizing the governance machinery
to achieve higher levels of
competence, transparency and
accountability, and to minimize waste in
government spending;
2) Inculcating ethics and new value
systems of honesty, probity, patriotism
and respect for the nation’s diversity;
Public Sector Reforms in Kenya
3) Enlisting the support of stakeholders
from the private and other sectors, to
participate in growing the national
economy;
4) Changing the role of the state from
that of a sole provider of employment
and services, to the new role of creating
an enabling environment for wealth and
employment creation;
Public Sector Reforms in Kenya
5) Creating a lean, efficient and working
government, and, by curtailing wasteful
public expenditure, freeing resources to
fund development programs and people
issues;
32
Reform Strategies
4/13/2015
5-year strategic plan ► Economic Recovery
Strategy for Wealth and Employment
Creation, (ERS).
•
The strategy recommended sweeping reforms
in the management of the public service
observing that, “…the problems attributed to
the many state corporations arise from the lack
of clear performance contracts that facilitate
the monitoring of the performance of the CEOs
appointed to manage the corporations”
Reform Strategies
ERS ►Reorientation of public sector
management by:
 Accelerating ministerial rationalization
and developing strategic plans for
ministries/departments & downstream
institutions;
 Developing,
introducing
and
institutionalizing performance based
management practices in the public
service;
Reforms & Performance
Contracting
Govt. therefore introduced the
following initiatives:
 Required public institutions to develop
strategic plans by 2004;
 Introduced reforms to jumpstart
management of the public service;
 Empowered citizens to demand
excellent service as an entitlement.
4/13/2015
34
Reforms & Performance Contracting
Adopted a two-pronged reforms approach;
Capacity Building
(tooling &
re-tooling)
&
Behavior Change
Shift focus from Processes/Activities
to results, outputs & outcomes
Performance
Contracts
This approach gave rise to the Performance
4/13/2015Contract
35
PERFORMANCE OF MINISTRIES
0.42
0.42
0.41
0.41
Composite scoring
0.40
0.40
0.39
0.39
0.38
0.38
0.37
0.37
2005/06
2006/07
2007/08
Period
2008/09
2009/10
PERFORMANCE OF STATE CORPORATIONS
0.43
0.42
Composite scoring
0.41
0.40
0.39
0.38
0.37
0.36
2005/06
2006/07
2007/08
Period
2008/09
2009/10
PERFORMANCE OF LOCAL AUTHORITIES
0.34
0.34
0.33
Composite scoring
0.33
0.32
0.32
0.31
0.31
0.30
0.30
0.29
2006/07
2007/08
Period
2008/09
2009/10
PERFORMANCE OF TERTIARY INSTITUTIONS
0.39
Composite scoring
0.39
0.38
0.38
0.37
0.37
0.36
2008/09
2009/10
Period
40
So, What is a Performance
Contract (PC)?
4/13/2015
• A PC is a freely negotiated performance
agreement between Government, acting as the
owner of an Agency, and the management of
the Agency;
► a range of management tools used to define
responsibilities and expectations between
parties to enable them achieve mutually agreed
results;
∴ Specifies what needs to be achieved,
expected levels of achievement, timelines,
evaluation and reporting methodologies;
4/13/2015
40
41
What is a PC?
4/13/2015
►organizes
&
defines
tasks
so
management is able to perform them
systematically, purposefully & with
reasonable probability of achievement.
• Makes it possible to measure:
–Performance of a public institution;
–Performance of manager;
–Performance of the government
4/13/2015
41
What is a PC?
• Privatizing the public sector style
of management for purpose of:
– Retaining for public benefit, or
– Disposing at higher return
Performance Contract
Key objectives are to:
1. Increase efficiency & productivity in
public sector;
2. ensure maximum yield to the citizen, on
the tax shilling;
3. ensure that performance and results link
with stakeholder expectations;
4. Create Global Competitiveness for a
country;
4/13/2015
43
Performance Contract
5.Link the benefits of economic growth to the
grass root levels;
6.Increase Customer (Public) Satisfaction
with Government Services;
7.Build and sustain trust in Government;
8.Create wealth and improve the quality of
lives of citizens.
9. Link reward to measurable performance in
public service;
4/13/2015
44
10. cascade national policy priorities to
public agencies for implementation
VISION 2030
MINISTERIAL MANDATE
MISSION
Strategic
Objectives
Performance
Criteria
Performance
Targets
Performance Contract
11. ensure linkage between planning,
budgeting and results;
12. enable monitoring and measurement
of performance;
13. enhance service delivery
47
Performance Contracts
4/13/2015
 PC process has endured 6 cycles
with distinct impact on
performance of the economy; 7th
cycle PCs preparing for evaluation;
 Currently, a total of 470 public
institutions on board;
4/13/2015
47
Performance Evaluation
• The measurement of the extent to which
public agencies achieve negotiated
performance targets;
• established using the equation below:
• Managerial Performance = Agency
Performance ± Exogenous Factors
Performance Evaluation
• Excellent: achievement ≥30% above the agreed
performance target,
• Very Good:Achievement between 100% and 130% of the
performance target in the signed PC;
• Good:
Achievement between 70% and 100% of
performance target in the signed PC;
•
• Fair:
Achievement between 50% and 70% of the
target in the signed PC;
•
• Poor:
Achievement between 0% and 50% of the
target in the signed PC.
Experiences, Lessons & Challenges
Learnt
4/13/2015
I. Initial Impact on Performance:
1st Cycle PCs
16 largely commercial pilot state
corporations signed PCs on 1st October
2004;
 Generation of Pre-tax profits
50
Evaluation Results
Performan Target
Achievement %
%
ce
Performance (KShs mil.)
Change over Change
2003/04
(KShs mil.)
Previous yr over
Target
2,432.376 8,181.427
9,300.598
382.37%
13.68%
52
PERFOMANCE OF PILOT CORPORATIONS
4/13/2015
4000
3000
1000
ACTUAL(03/04)
TARGET
ACHIEVED
-1000
-2000
-3000
STATE CORPORATION
M
TE
LK
O
C
K
N
O
N
H
C
L
KW
A
KU
C
LC
KP
A
KP
C
KP
C
KB
KI
E
IC
D
C
EA
PC
C
0
C
SC
PRE-TAX PROFITS (M KSH)
2000
53
4/13/2015
Performance Contract
The PC focuses on 6 management
perspectives which are assigned varying
weights:
Performance Criteria
•
4/13/2015
1.
2.
3.
4.
5.
6.
Finance & Stewardship
Service Delivery
Non-Financial
Operations
Dynamic/Qualitative
Corruption Eradication
53
WT
CRITERIA CATEGORY *
A
Financial & Stewardship

Compliance with set budgetary levels
Cost reduction/Savings
KShs

A-in-A
KShs

Utilization of Allocated Funds
%

Development index (DExp/RE)
%
%

Debt equity ratio
Weight Sub total
Service Delivery

Implementation of Service
delivery Charters

Customer Satisfaction

Service Delivery Innovations
Non-Financial

Compliance with strategic plan

Disposal of idle assets

ISO Certification

Corruption eradication

Prevention of HIV infections

Statutory obligations
Operations
Outputs:

X

Y

Z

Project implementation:
- Timeliness
- Quality
- Relevance
- Cost efficiency
- Completion Rate

Fulfilment of Performance Contract
Commitments to State Corporations

Treasury Representation in
negotiation*
E
Weights Sub total
Very
Good
(1.50 – 2.49)
Good
(2.50 – 3.49)
Fair
(3.50 – 3.59)
Poor
(3.60 – 5.00)
Achievement
Raw score
30
%
%
%
%
%
%
10
Qty, etc
%
%
%
%
%
%
%
Weights Sub total
Dynamic/Qualitative;
•
Organisational Capacity:
- Skills Development
- Automation (IT)
- Work Environment (Baseline Survey /
Implementation)

Employee satisfaction

Repair

Maintenance

Safety measures

Submission of Pensions Documents to
Pensions Dept

Research and Development

Prevention of Drug and Substance
Abuse
Excellent
(1.00 – 1.49)
%
%
No.
Weights Sub total
D
CRITERION VALUES
20
Weights Sub total
C
Target
%


B
UNIT
Current
Status
25
%
%
Time / %
%
%
%
%
Months
54
%
%
15
Weighted
score
55
II. Impact on Service Delivery
4/13/2015
 Citizens’ Service Charters
Enhanced satisfaction with public
services through:
i. implementation of Citizen’ Service Charters and
ii. the requirement to carry out annual Customer
Satisfaction Surveys;
Citizens’ Service Charter?
Statement prepared by a public agency
outlining the quality, quantity and nature of
public service that the citizens expect from
the agency.
► It sets out
- what the public institution does,
- what services users can expect,
- the standard of service provided,
- requirements to obtain service
- details of any user charges,
-how users may seek redress
dissatisfied with the service provided.
if
they
are
DISTRICT LANDS OFFICE ►SERVICE DELIVERY CHARTER
Services Rendered
Requirements
Charges
Time Frame
Enquiries (customer care desk)
None.
Free
10 min
Provision of technical advice ( eg
subdivision, charge, succession,
transfer, caution etc)
None.
Free
30 min
Issuance of title through adjudication,
settlement or succession
(In the case of issuance of title after
sale, a valuation report will be
required)
Transfer document,
Pin number,
2 sets of Passport size
photographs for each
party
Original ID
A valuation report
Ksh 125 per
title
2 days
Assessment of stamp duty
None.
Free
30 min
Valuation for stamp duty
None.
Free
3 days
Stamping of documents
None.
Free
1/2 day
Registration of documents:
Transfers, Charges
New grants
Other documents
Transfer document,
Pin number,
2 sets of Passport size
photographs for each
party
Original ID
None.
Ksh 250
Ksh 250
Ksh 250
2 days
2 days
1 day
5 days
For the same transaction, customers will be required to submit only one set of documents
Issuance of search certificate
None.
Ksh 100
1 hour
Determination of boundary disputes
Attendance by all parties.
Ksh 1,250
2 weeks
Review of caution
Attendance by all parties
Ksh 750
1 day
Attendance to court
None.
Free
As
summoned
Attestations
None.
Ksh 400
30 min
Approval of subdivision schemes
Prior approval by other relevant
authorities.
Ksh 125 per
plot
2 days
Approval of building plans
Prior approval by other relevant
authorities.
Minimum
Ksh 750
2 days
Issuance of consent to transfer/ charge/ lease/let
Confirmation of compliance with
conditions of title.
Ksh 250 per
plot
2 days
Comments on applications for extension of
lease/user/subdivisions/ amalgamations
Prior approval by other relevant
authorities.
Free
2 days
Response to correspondence
None
Free
“COMMITMENT TO COURTESY AND EXCELLENCE IN SERVICE DELIVERY”
Any service that does not conform to the above standards or any officer who does not live up to
commitment to courtesy and excellence in service delivery should be reported to:
the District Land Officer/Registrar or the District Commissioner, and/or
the Chief Executive Officer,
Public Complaints Standing Committee (Ombudsman),
Tel: 240337/224029/0722970604.
The District land office is committed to efficient and effective land registration and management.
IT IS YOUR RIGHT TO DEMAND EFFICIENT SERVICE
“Huduma Bora ni Haki Yako”
MINISTRY OF MEDICAL SERVICES
CITIZENS’ SERVICE CHARTER
FOR DELIVERY OF MEDICAL SERVICES
FOR DISTRICT HOSPITALS
This hospital and its staff are committed to provide high quality health care services to all our
patients/clients with dignity, professionalism and within the shortest time possible.
Services rendered
1. Attendance and Customer Care
Desk / Enquiries
2. Registration Card in:

Provincial Hospital

District Hospital

Sub-District Hospital
3. Consultations:

Adults / Above 13 years

Children above 5 years

Children below 5 years
4. Dispensing medicines / drugs
5. Vaccinations / Immunizations
6. Laboratory Services
7. X-Ray Services
8. Admissions:

Emergency

User Charges (Kshs)
Free
- Consultation letter,
- Registration card and
- Payment receipt
- Consultation letter and
- Registration card
- Prescription and Payment receipt
Immunization card
Investigation / Test Request Form and
Payment receipt
Request Form and Payment receipt
- 50 Kshs
- 30 Kshs
Non Emergency
Non emergency
10. Mortuary Services

Body storage

Embalming

Postmortems

Collection of Body
11. Payment for hospital charges
Timeliness
Up to 5 Minutes
Up to 30 Minutes
- 50 Kshs
- 50 Kshs
- 20 Kshs
Up to 20 Minutes
- Patient’s file and card
9. Surgeries:

Emergency

Patient / Client Requirements
Cooperation from patient / client /
relatives
- Patient’s particulars and
- Fees
- Free
- Free to 30 to 200 Kshs
- Free
- 50 to 400 Kshs
Up to 20 Minutes
Up to 20 Minutes
Up to 30 Minutes
- 200 to 500 Kshs
- 100 Kshs per day
- Payable after treatment
Up to 20 Minutes
- Patient’s file and card
- Cooperation from relatives
- Payable after treatment
- Card , File and Consent
- 3,000 Kshs payable
after treatment
- 3,000 Kshs payable
before treatment
- Card, File, Consent and Payment
Receipt
- Cooperation from relatives
- Payment receipt / Cooperation
- Fresh body / Payment receipt
- Police / Relatives / Concerned persons
- Payment receipt
-A prescription
- Investigation / Test Request form
- Invoice (for inpatient,
mortuary and other services)
-
200 Kshs per day
500 Kshs
200 to 2500 Kshs
Free
Free
-Up to 20 Minutes
-Up to 10 Minutes
-Up to 30 Minutes
-Up to 24 hours
-Up
-Up
-Up
-Up
to
to
to
to
1 day
2 hours
1 hour
30 Minutes
FREE SERVICES: Child birth in Health Centers & Dispensaries, Health Services to Children
Under 5 years, Treatment for Malaria, TB, HIV/AIDS and Epidemics
Hospital Administrators must ensure full security and accountability for all medicines,
equipment, commodities, health information and government revenue collected.
WE ARE COMMITTED TO COURTESY AND EXCELLENCE IN SERVICE DELIVERY
Any service that does not conform to the above standards or an officer who does not live up to
the commitment to courtesy and excellence in service delivery should be reported to the
Out-Patient Department Nursing Officer In-Charge or any hospital administrator.
EMERGENCY / AMBULANCE NUMBERS
HUDUMA BORA NI HAKI YAKO
Ministry of Medical Services Headquarters Contacts
P.o Box 30016, Nairobi, Tel: 020 2717077, Emergency calls: 0735 984 498, 0725 733 650
Emails: enquiries@health.go.ke or psmoh@africaonline.co.ke
Other achievements
• Enhanced PPPs thru participation in
negotiation, evaluation and tracking
implementation of service charters;
• Involvement of public in decision
making
thru
“target
sector
hearings”
Other achievements
• Created
public
awareness
of
performance of public service &
utilization of tax shillings thru
public ranking & announcement of
results;
• Driving implementation of Kenya’s
Vision 2030 flagship projects;
Other achievements…
Bagged in international awards in 2007:
1. United Nations Public Service Award in 1st
category of:
transparency
accountability, and
responsiveness in service delivery
2.
Classified among top 20 service delivery
innovations in the world in transforming
government, by the Ash Institute for Democratic
Governance & Innovation, at Harvard University,
in 2007.
Other achievements
• Overall Winner in All Africa Public
Sector Innovation Awards 2010 in
“Innovation
in
Systems
and
Processes
of
Governance”,
sponsored by the Conference of
African Ministers of Public/Civil
Service under AU.
Other achievements
• Changed public service laid back culture
of focusing on processes & procedures
to focusing on outputs and outcomes;
• Created ability to base reward for work
on measurable performance;
• Enhanced accountability for results at
all levels of public service;
Other achievements
• National Customer Satisfaction
Baseline Survey completed early
2010:
• Covered large sample in all districts
in Kenya;
Other achievement
• Overall customer satisfaction index was
63.5%. This is comparable to those of
New Zealand (68% in 2007) and Canada
(67% in 2005) which used the Common
Measurement Tool (CMT).
– Elements of CMT:
– Access to service
–
–
–
–
Quality of service;
Timeliness;
Courtesy;
Affordability
Experiences/Lessons
• Replicability:
At in institutional level system has been easily
adaptable in both public & private sector & in
institutions of differing mandates and sizes;
At state level, a number of countries are in the
process of implementing it or slight variations
of it, or called to learn the system
Experiences/Lessons
Ease of Application:
• System is easy to implement and to
cascade to lowest levels. The evaluation
methodology is fully automated and
therefore easy to use at any level;
• PC Matrix attracts comprehension at
all levels and types of organizations.
Experiences/Lessons
• Scale of Application:
• system can be expanded to cover all
manner of institutions.
• Currently covers 470 institutions from
16 in 2004:
Preparing to extend to Parliament &
Judiciary;
Challenges
1. Need for political ownership and
support at the highest political &
bureaucratic levels;
2. Low implementation capability
3. Transfer/removal of staff in middle of
contract;
4. Mergers/splits
of
ministries
&
attendant problems;
Challenges
5) Legal obstacles initially;
6) Failure to benchmark targets or
uncompetitive benchmarks because of lack
of standard sector benchmarks
7) Fluctuations in committed funding;
8) Poor grasp of strategic management
process;
Challenges
9)
Poor linkage between
budgeting and target setting;
planning,
10)
Lack
of
comprehensive
incentive/sanctions system;
11) Incomplete integration ► Legislature
& Judiciary still not on board.
Approaches to the Challenges
a. Securing political & bureaucratic
support at the highest levels;
b. Issuing clear guidelines;
c. Reviewing guidelines continuously to
incorporate
experiences,
lessons
learnt and new developments in
performance management;
Approaches to the Challenges
d. Building capacities in:
– Strategic management process;
– Results Based Management;
– Implementation of PCs;
– Performance evaluation methodology;
– Reporting relationships;
Approaches to the Challenges
e. Creating broad ownership of process
thru:
i. cascading to all institutional
levels;
ii. Bringing other arms of govt on
board;
iii. Public education on implications of
performance
improvement
on
service delivery;
Approaches to the Challenges
f.Developed Sector Performance
Standards based on international best
practices, to inform management
practices in:
planning
budgeting
developing strategic plans
identifying performance indicators, and
setting performance targets
4/13/2015Linking performance with public aspirations.
76
Sustaining the Process
g. Continuous training:
i. Nationwide program covered over 30,000
ii. Laws for state corps and local authorities
iii. Policy pronouncements & enforcement
directives
iv. Public demand for improved services &
accountability
v. Performance Management Bill in draft
Way Forward
• Securing general support of the private
sector and the media for govt. reform
effort
• Seeking strategic partnerships with the
private & other sectors in disseminating
information
on,
and
tracking
implementation of service delivery
charters.
Way Forward
• Operationalizing
real
time
on-line
monitoring of performance and project
implementation;
• Evaluation of performance is currently
automated. The next phase is to make the
evaluation fully web-based, to minimize
direct
interface
with
institutional
management. This will allow more time for
managers to focus on managing.
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END
4/13/2015
THANK YOU
4/13/2015
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