office of the prime minister public service transformation frontiers of results and performance...

OFFICE OF THE PRIME MINISTER PUBLIC SERVICE TRANSFORMATION

FRONTIERS OF RESULTS AND PERFORMANCE MANAGEMENTMr. Emmanuel A. Lubembe

HEAD-Public Service Transformation Office of the Prime Minister

KENYA

Background of Reforms in Kenya

1993 -200

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•Civil Service Reform Secretariat spearheads:•Wa

ge Bill Reduction, Performance Improvement & SAP

2004 -200

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•Public Sector Reform & Development Secretariat created to:•Ins

titutionalise RBM in the Public Service – Results For Kenyans Programme

2008 -200

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•Public Sector Transformation Department •PS

TD created to step-up Public Sector Reforms to refocus on National Transformation

2010

•Constitution of Kenya 2010

•Reforms are now contextualized within the Constitution to translate the expectations of Kenyans into meaningful results

ASSESSING THE IMPACT OF RESULTS APPROACHES AND NEW PUBLIC MANAGEMENT

A. Background• Civil Service Reform Program launched in 1993 with a main focus

on:

a. Cost cutting

b. Reforming structures, systems and processes

c. Capacity building

d. Performance• Strategy for Performance Improvement in the Public Sector

launched in 2002. The Strategy covered the entire public sector and aimed at:

a. Introducing Results Orientation in the Public Sector

b. Leveraging on IT for improving performance

c. Moving privatization beyond the loss making entities

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Assessing the impact of Results Approaches and New Public Management (2)

B. Results Orientation• June 2003 Government launched the Economic Recovery for

Wealth and Employment Creation whose main focus was:

a. Creating competitive market conditions for private sector led growth

b. Directing resources towards wealth and employment creation

c. Supporting both efficient and effective public sector performance and service delivery

• September 2004- Results Based Management introduced in the Public Sector through a Cabinet Circular. The primary objective is to:

a. Focusing the mind-sets of public servants on results on service delivery to public servants

b. Focus on institutional as well as individual performance

c. Focus attention and resources on the achievement of definite targets as were laid out in the ERS

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ASSESSING THE IMPACT OF RESULTS APPROACHES AND NEW PUBLIC MANAGEMENT (3)

C. Impacts• Introduction of Performance Contracts in the entire Public Sector-

Central Government Ministries, Local Authorities and State Corporations

• Adaptation of Rapid Results Approach as a Results Based Management Tool in the entire public sector

• Revision of the individual performance appraisal instrument to be in-line with modern practices

• Appointing of successful private- sector managers to the public sector • Opening up of public sector middle-level positions to the private sector,• Holding of annual Public Service Week where citizens not only attend to

learn about public services but also give their feedback on service delivery

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Strength enCentral Support

Ministries of Government for the successful management of Kenya VISION

2030

National

Performance

Management

Framework

for Results

Capacitybuilding& change mgt. to transformthe Public Service

Information and Knowledge management •IEC•Research and Development

Structured stakeholder engagement

(PSSP)

RESULTS FOR KENYANS …..AN OVERVIEW

Competency-based, value-driven HRM strategy

Vision 2030-driven Public Service reform strategy

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Overview of Vision 2030

Plans and implementatio

n

Vi-sion

Strategy

EconomicTo maintain a

sustained economic

growth of 10% p.a. for most of

the next 20 years

SocialA just and cohesive

society enjoying equitable social

development in a clean and secure

environment

PoliticalAn issue-based,

people-centered,

result-oriented, and accountable

democratic political system

Overarching VisionA globally competitive and

prosperous nation with a high quality of life by 2030

Enablers and Macro - FoundationsCross cutting infrastructural development, STI, Public Sector

Reforms and Macroeconomic stability

National Value System

Vision 2030

Mid Term Plan 2008 -

2012

Strategic Plan

Annual Work Plan

Performance Contracts

Rapid Results Initiatives

Performance Appraisal System

Performance Management System

Performance Management Framework

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FROM REFORM TO TRANSFORMATION

How the Transformation Will Occur

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Public Sector Transformation Strategy Thorn Tree Strategy: Comprehensive and Holistic

approach to modernizing Government

AREAS OF FOCUS• Component 1: Service and Openness

– Timeliness of services– Quality– Professionalism & Competence– Courtesy

• Component 2: Cooperation & Coordination – Vision 2030 flagship projects & priorities– Policy coordination & harmonization

• Component 3: Internal Effectiveness & Accountability– Efficient systems, processes & procedures – Enabling structures– Effective Leadership

TRANSFORMATION IN THE CONTEXT OF NEW

CONSTITUTION

“Getting it Right from the Beginning”

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The New Constitution:Moving into Action

• “Transforming Kenya” programme focus on 4 components I. Implementation of the new Constitution

II. Achievement of the Kenya Vision 2030

III. Transforming Public Service Delivery

IV. Public-Private Dialogue

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• Component One: Establishing Fit for Purpose Institutions at the national and devolved level I. Legislative reform: enacting enabling legislation

including related policies and strategies

II. Institutional reform: MDA rationalization including reviewing institutional arrangements and defining a model/blue print for institutions

III. Management reform: developing effective and ethical leadership, efficient and effective service delivery systems and component & productive people 13


• Component Two: Delivering Vision 2030 Flagship projects & OutcomesI. Achieving Vision 2030 and related MTP

targets a) Relentless focus on execution and delivery

b) Improve service delivery mechanisms

c) Enhance accountability for results – integrated performance management

d) Improve Government IEC and M&E14


• Component Three: Transforming Public Service Delivery I. Prioritizing focus to commonly used public services

II. Setting service standards on the drivers of service satisfaction

a) Outcome;

b) Timeliness;

c) Knowledge and Competence;

d) Courtesy;

e) Quality.

f) Ease of access (Integrating service delivery: OSS, E-Government, M-Government, Call Centres ) 15


• Component Four: Structured Stakeholder Engagement

• The search for a new balance in the role of government: rebalancing the roles of the public sector, the private sector, civil society and citizens.

I. Public Private Dialogue (PPD)

II. Prime Minister’s Round Table (PMRT)

III. Public Sector Stakeholder Partnership (PSSP)

IV. Stakeholder Input into Policy Formulation16

CONSTITUTION 2010

• Chapter 4 of The Constitution 2010 specifically focuses on The Bill of Rights and the Rights & Fundamental freedoms to Kenyans.

• In particular article 43 discusses the Economic & Social Rights of the Citizen, with particular emphasis on 7 basic rights to be accorded to all. These are:

CONSTITUTION 2010 (2)

1. Right to Health Care Services

2. Accessible & Adequate Housing

3. Adequate & Acceptable quality of Food

4. Clean, Safe & Adequate supplies of Water

5. Social Security

6. Education

7. Emergency Health Care

THE RAPID RESULTS APPROACH

Under the Transforming Kenya Programme, RRI is being used to:i. implement provisions of the Constitution of

Kenya 2010ii. Fast track the implementation of V 2030

flagship projects under MTP 2008-2012iii. Improve service delivery as per the Circular

from the Head of the Public Circular OP/CAB/17/84/1A, dated 8112010

iv. Promote public – private dialogue to enhance governance

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THE READINESS SCAN • The tools provide an assessment of the extent to which their

organizations models the desired transformation end state i.e. – Service and Openness; – Cooperation and Collaboration – Internal effectiveness and accountability.

• It is undertaken in two phases: (i) Quick scan designed as a first step for eliciting the possible transformation entry strategy ; (ii) In-depth scan to support detailed mapping of interventions include RRIs.

• It is against these components that the readiness scan ranks the institutions as either being:– Awareness/Exploration stage– Exploration/Transition stage – Transition/Transformation stage

On the RBM Continuum

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Improving Governance… The Company Registry Before & After 100 RRI-days…

Companies’ Registry – State Law OfficeImproved the work environment thus raising the level of staff and customer satisfaction by 80%

in 100 days: The Impact on stakeholders was;• Reduced time taken to register businesses from 3 weeks to 1 day • Refurbished the Companies’ Registry • Reduced backlog of 500,000 Annual Returns and other documents

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ASSESSING THE IMPACT OF RESULTS APPROACHES AND NEW PUBLIC MANAGEMENT

D. Results• Kenya registered Top 10 most improved in “Doing Business Index”• Rapid Results Approach launched in over 38 Ministries, ALL Local

Authorities, and over 10 State Corporations.• Improved service delivery in several delivery areas, processing and

issuance of passports, IDs, and birth certificates; • Kenya’s program ‘Huduma Bora ni Haki Yako’ among the TOP 10

Innovative Public Service Initiatives at the CAPAM 2008 International Innovation Awards- Bridgetown Barbados.

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IMPROVING ACCESS TO WATER

Nomadic women in Elangata Enterit in Kajiado enjoy water provided during 100 days-Rapid Results Initiatives

One Child, One Tree PolicyCredit Points given to students for sustainability of trees - Ruiru Municipal Council

MINISTRY OF HEALTH Improving The Services Provided To The

Wananchi

Ministry of Immigration and Registration of Persons

Reduced the number of days taken to issue a passport in Nairobi, Kisumu and Mombasa from 30 to 20 days in 100 days

To reduce the number of uncollected Identity cards by 50% from 195,479 to 100,368 in the 8 districts hosting Provincial headquarters in 100 days.

From Reform to Transformation: What Results? KNTC

EMPLOYEE SATISFACTION

GETTING RESULTS: LINKING PAY TO PERFORMANCE TO MOTIVATE PUBLIC SERVANTS

• Top performing institutions get performance bonuses:• Promotions are now being pegged to performance more than

longevity;• The Salaries and Remuneration Commission has been set up to:

a. Set and regularly review the remuneration and benefits of all State officers; and

b. Advise the national and county governments on the remuneration and benefits of all other public officers.

• Salaries in the public sector will therefore at the very basic be set according to job evaluation and responsibility on the job. Promotions and payment of any work related bonuses will be pegged on performance.

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THE CHALLENGE OF DESIGNING “GOOD ENOUGH” PERFORMANCE MEASURES AND RESULTS

FRAMEWORKS

• In-adequate linkages between Kenya’s long term Vision 2030 and the Medium Term Plan to Strategic Planning and realistic targets;

• Discordance between public perception and ranking tools such as Performance Contracts as well as between public expectations and actual service delivered;

• Gaps in institutional structures/arrangements;• Lack of mechanisms to verify reported performance.

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THE ENVISIONED TRANSFORMATION

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OUTCOMES

Services

Economy

Competitiveness

Infrastructure

Opportunities

Transforming the livelihood of Kenyans by growing our Economy

Attracting domestic and foreign investment to spur

economic development

Creating opportunities for current and future generations

Increase the productivity of Kenyans by transforming education, health, services

Creating an enabling environment for development by transforming physical infrastructure

IMPACT

ACHIEVING RESULTS FOR KENYANS

To enhance quality of life for Kenyans by transforming public services

PUBLIC SERVICE TRANSFORMATION DEPARTMENTOFFICE OF THE PRIME MINISTER

KICC 15TH FLOOR

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office of the prime minister public service transformation frontiers of results and performance...

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