OUR JOURNEY TOWARDS EXCELLENCE

INTRODUCTIONSince its inception in 1961, KIA operated as a fully

funded Government Department up to 1996, which mainly offered training for the public service.

In the early 1990s, the Government commenced reforms in the public service with a view to improving service delivery. The government vide the Cabinet Memorandum of 24th Sept 2004 approved introduction and institutionalization of a Result Based Management approach in the Public Service

Introduction of Result based management in the Public service, necessitated the need for rapid transformation of KIA from a Government Department with a “business as usual’ culture to a State Corporation with a wider mandate, more autonomy and results based business orientation.

The new KIA realized that it had to play a leading role in this Public Service Reform & Development Initiative. The introduction of the Performance Contracting (PC) and the new performance appraisal system PAS (GP247 (2006), were also part of the broader Public Sector reforms aimed at improving efficiency and effectiveness in the management in the Public Service.

KIA JOURNEY TO

EXCELLENCE

KIA’s VISION:“TO BE A MODEL INSTITUTION OF

EXCELLENCE IN MANAGEMENT DEVELOPMENT AND CAPACITY BUILDING IN THE PUBLIC SECTOR”

2006/2007 2007/2008 2008/2009 2009/2010 2010/2011

Model InstitutionOf Excellence

20% 40% 60% 80% 100%

EXCELLENCEWE IN KIA BELIEVE THAT

1. Excellence is to do a common thing in an uncommon way.

2. It's about self improvement, about being better than you were the day before.

1 PERFORMANCE

MANAGEMENT SYSTEM

1. Introduction of Result based management in the Public service, necessitated the need for rapid transformation of KIA from a Government Department with a “business as usual’ culture to a State Corporation with a wider mandate, more autonomy and results based business orientation.

2. The previous work culture was such that employees waited for participants to be sent for training and if there were no participants the Government still paid staff salaries and met all other expenditures. With limited support from Government it was necessary to change the working culture.

3. Today, Excellence, efficiency and effectiveness are in each employees focus.

4. KIA recognizes that people are at the core of success and developed robust systems for objective and systematic appraisal monitoring and evaluation of employee performance.

5. Self-evaluation Questionnaire for all the staff and Weekly task assignment, reporting of achievements and challenges were introduced to enhance continuous monitoring of performance

6. Performance Improvement intervention would be initiated as soon as it becomes apparent that an employee is not meeting expected performance standards

2.

CERTIFICATE OF EXCELLENCE AND

AWARDS

(i) ISO CERTIFICATION It was the opinion of the auditors

that a quality management system exists at KIA.

It was also found that staff of KIA is aware of the quality policy and its implication for KIA’s customers and employees.

(ii) 2008 COMPANY OF THE YEAR AWARD PERFORMANCE EXCELLENCE

The pursuit of excellence is anchored on the need for organizations to develop a management system that can achieve the highest levels of business performance with customer focus.

Achieving business excellence is NOT about being better than others, but being DISTINGUISHED, OUTSTANDING AND SUPERIOR.

(iii) PUBLIC SERVICE WEEK Display of the Institute

services The institute was awarded

certificate of excellence in service delivery: 2nd Prize on 17th August 2007.

(iv) PERFORMANCE CONTRACT

The institute was awarded certificate of excellence in service delivery.

(v) AAPAM AWARD FOR INNOVATIVE MANAGEMENT:

The institute is participating in this award management competition.

The award is about innovations that create effectiveness in the performance of organizations in the Public sector through the introduction of new ideas and new operational and management methods

This is the journey to the change we wish to see in the public service.

CHALLENGES

The linkage between public service requirements and KIA products and services.

Increased dynamism in the market requires the Institute to continuously keep pace with changes;

Dynamic customer demands especially in the context of public service reform programmes.

THE FUTURE OF KIA

• The KIA is expected to be a centre of excellence not only in its product offering, but also in exhibiting best management practices to enable the participants to learn by observing how the Institution operates.

THANK-YOU AND GOD BLESS OUR BELOVED COUNTRY