JIGAWA STATE GOVERNMENT. Office of the Head of the Civil Service Organisational Performance Management Model

Transcription

1 JIGAWA STATE GOVERNMENT Office of the Head of the Civil Service Organisational Performance Management Model November 2014

2 Content List Content List... 2 Acknowledgment... 3 Abbreviations and Acronyms... 4 Executive Summary Introduction What performance management is Importance of organisational performance management Thrust of the organisational performance management model in Jigawa State public service Organisational performance management model of Jigawa State public service Overview of the organisational performance management model Elements of the Organisational Performance Management Model Organisational performance management approach in MDAs Key Elements Organisational performance assessment processes Establishing the framework for performance management activities Establishing the Organisational Performance Management Plan Assessment, Review and Feedback Organisational performance management structure in Jigawa State public service Overview on the organisational performance management structure Organisational performance management set up in MDAs Organisational performance management timelines

3 Acknowledgment This organisational performance management model was developed by the Office of the Head of the Civil Service with the technical support of the State Partnership for Accountability, Responsiveness and Capability (SPARC), a DFID supported programme, for which much appreciation is due. 3

4 Abbreviations and Acronyms BEPD MDAs MoFEP OHoCS REPA Budget and Economic Planning Directorate Ministries, Departments and Agencies Ministry of Finance and Economic Planning Office of the Head of the Civil Service Research, Evaluation and Political Affairs SPARC State Partnership for Accountability, Responsiveness and Capability 4

5 Executive Summary Performance management describes a range of managerial activities designed to monitor, measure and adjust aspects of individual and organisational performance through management controls. Having clarity of purpose and the means to monitor progress towards goal attainment promotes a performance culture in organisations which achieves enhanced organisational performance levels. The Organisational Performance Management Model is fundamentally about people driving organisational performance. It emphasises the role of the Office of the Head of the Civil Service (OHoCS) in monitoring and assessing what MDAs do in respect of intra-organisational performance management: How does the management of an MDA foster organisational performance? This is different from the role of the Budget and Economic Planning Directorate (BEPD), which drives and monitors the performance of MDAs in respect of their projects, and economic and development plans. Essentially, the organisational performance management model focuses on the human element of organisational performance management and the issues of leadership, organisational culture and engagement which help MDAs achieve result. A six-element organisational performance model is presented and discussed, covering: I. Performance planning and clarity of purpose; II. Ownership and responsibility; III. Organisational collaboration and communication; IV. Functional systems; V. Performance monitoring and assessment; and VI. Performance feedback, recognition and improvement. 5

6 1.0 Introduction 1.1. What performance management is Performance management describes a range of managerial activities designed to monitor, measure and adjust aspects of individual and organisational performance through management controls. It integrates the management of organisational performance with the management of individual performance. It can focus on performance of a sector, an organization, a department, individual employees or processes to build a product or service, among others. Performance management provides a means to monitor organisational performance by linking and aligning individual and organisational objectives and results. Simply put, performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. It provides a means to recognize and reward good performance and to manage under-performance Importance of organisational performance management Having clarity of purpose and the means to monitor progress towards goal attainment promotes a performance culture in organisations which achieves enhanced organisational performance levels. The key benefits of effective organisational performance management are: i. The management of MDAs and their teams will know their business better; ii. Through regular communication and feedback on organisational performance, MDAs are able to understand and focus on what makes for successful delivery of services to their stakeholders; iii. MDAs will be better placed to plan, improve and deliver for the future through using performance information to make informed decisions; iv. The management of MDAs will be better able to communicate the crucial issues that make their mandates achievable and focus their staff on them; v. Recognition of staff and teams can be better focused on the contributions that matter to the MDAs and their stakeholders. 6

7 1.3. Thrust of the organisational performance management model in Jigawa State public service Organisational performance management can serve two major functions: 1. Intra-organisational performance management: To ensure that there are appropriate internal controls to monitor the extent to which an MDA is achieving what it is supposed to achieve. This requires the senior management to periodically review and evaluate performance standards attained and performance trajectories, taking corrective action as appropriate where deviations from the desired standards are detected. 2. Extra-organisational performance management: To communicate performance for the purposes of governance and accountability to organisational stakeholders including Government, Development Partners, Funding Agencies, Audit Aencies, and the general public. While the Office of the Head of the Civil Service (OHoCS) will be more interested in what MDAs do in respect of intra-organisational performance management, aspects of extraorganisational performance management fall under the purview of such MDAs as the Ministry of Finance and Economic Planning (MoFEP), Budget and Economic Planning Directorate (BEPD), Research, Evaluation and Political Affairs (REPA), and the Office of the State Auditor-General. The Organisational Performance Management Model is fundamentally about people driving organisational performance. It emphasises the role of the OHoCS in monitoring and assessing what MDAs do in respect of intra-organisational performance management: How does the management of an MDA foster organisational performance? This is different from the role of the Budget and Economic Planning Directorate (BEPD), which drives and monitors the performance of MDAs in respect of their projects, and economic and development plans. Essentially, the organisational performance management model focuses on the human element of organisational performance management and the issues of leadership, organisational culture and engagement which help MDAs achieve results. 7

8 2.0 Organisational performance management model of Jigawa State public service 2.1. Overview of the organisational performance management model The OHoCS is proposing an organisational performance management model for use by MDAs in the Jigawa State public service. It is shown in Fig 2.1. Fig. 2.1: Organisational Performance Management Framework for Jigawa State Public Service Performance Recognition & Improvement Performance Planning Performance Monitoring & Assessment Performance Ownership Functional Systems & Processes Organisational Communication & Collaboration 2.2. Elements of the Organisational Performance Management Model The organisational performance management model leads to continuous service improvement and sustainable high organisational performance. It has six elements, which are somewhat iterative, and are explained below. 1. Performance planning and clarity of purpose: Organisational performance plans should be in place with emphasis on clarity of purpose in MDAs. Each MDA should have and understand its core mandates, which are published and disseminated to staff members. There should be specific performance goals, targets and standards set for the whole MDA and for each department. 2. Ownership and responsibility: The performance goals should be understood and owned by staff members. Management and staff members should know what the key outcomes are and what to do to achieve them. 8

9 3. Organisational collaboration and communication: Effective, ongoing collaboration and communication should be maintained within the MDA and across MDAs, including meaningful engagement with clients and other key stakeholders. 4. Functional systems: Functional mechanisms and systems should be in place in MDAs to achieve performance goals and service standards. Furthermore, mechanisms should be in place in the MDAs to build the capacity of staff members and departments to deliver on performance expectations. 5. Performance monitoring and assessment: Functional organisational performance monitoring, review and evaluation mechanisms should be in operation in the MDAs. 6. Performance feedback, recognition and improvement: Performance management information should be used for performance recognition and service improvement. Permanent Secretaries, Directors-Generals, Chief Executives and directors would be given training on the organisational performance management framework by the OHoCS, beginning with a pilot in two MDAs. Nevertheless, in order to institutionalize the model in the MDAs, each MDA may involve an external facilitator, experienced in organisational performance management. Such an external facilitator may also assist with the development of the organisational performance plan and the process of organisational performance management. In view of the fact that some MDAs may find it difficult to fund the service of such an external facilitator, the funding arrangement should be centralized under the OHoCS. 9

10 3.0. Organisational performance management approach in MDAs 3.1. Key Elements Operating the organisational performance management model necessarily involves that MDAs use an organisational performance management approach with the following six steps: i. Defining and communicating a future state of affairs that the MDA will attempt to achieve. This serves as the rationale for objectives and targets which stretch organisational capability. ii. iii. iv. Translating the MDA s aspirations into long and short-term objectives, output and outcome performance indicators and targets against which performance and progress can be measured. Developing ownership that permeates the organisational structure and cascades through organisational levels with each level and each individual having responsibility for specific objectives and targets which, if realized, contribute to the attainment of key performance indicators and outcomes which the MDA is charged with achieving. Ensuring acceptance by the senior management of the MDA and other staff members of their collective and individual accountability for attaining performance. v. Putting in place and operating functional performance monitoring, review and evaluation mechanisms. vi. Putting reinforcing mechanisms in place, encompassing an appropriate set of positive and negative incentives (both organisational and individual) with positive consequences for successful performance and negative consequences for underperformance Organisational performance assessment processes 1. Establishing the framework for performance management activities In accordance with the Organisational Performance Management model, the following is required: i. By February of each year, organisational performance management criteria will be discussed and agreed with MDAs by the OHoCS; ii. By March of each year each MDA will prepare and submit to OHoCS an organisational performance management plan, i.e. an action plan which sets out how the organisational performance management criteria will be met during the year; iii. Annually, the MDA s performance will be reviewed having regard to the organisational performance management criteria as integrated in the organisational performance management plan; iv. Annually, the organisational performance management plan will be reviewed and revised by agreement between the MDA and OHoCS; v. Ongoing, monitoring and review meetings will be held with the MDAs and each MDA will be provided interim feedback. 10

11 2. Establishing the Organisational Performance Management Plan Objectives The organisational performance management plan by each MDA will set out expectations regarding organisational performance management criteria and how these expectations will be met. Besides, aspects of the strategic and operational plans of the MDA will be integrated in the plan. Thus, apart from the expectations on key organisational performance management criteria, expectations in the organisational performance management plan will be consistent with the MDA s core mandates, and strategic and operational plans. Scope At a minimum, the performance agreement would include: Areas of MDA s responsibility (core mandates and responsibilities of the departments); Operational plan for the period; Organisational performance goals and expected outcomes; Performance measures (quantitative and qualitative); Rating method. Measures A fundamental component of any organisational performance management plan is the ability to measure performance at the organisational and departmental/unit levels. This will require both quantitative and qualitative measures. Apart from the focus on key organisational performance management requirements, there will also be measurement aligned with progress on the MDA s strategic and operational plans. Essentially, there will be measurement on the achievement of planned results (quantitative measures) and the modeling of organisational performance management values (qualitative measures). Action planning The Organisational Performance Management model requires each MDA to prepare and submit to the OHOCS an action plan (organisational performance management plan) by March of each year, which sets out how the performance criteria are to be met. Action planning involves: i. Listing specific functions and work tasks in a form that reflects inter-relationships, pre-requisites and priorities and establishing targets for each major task; ii. Determining the resources needed (financial, workforce, equipment etc.) for each of the tasks and ensuring that they will be available when required; iii. Determining how functions and responsibilities will be assigned to the departments and units; iv. Determining deadlines and milestones over the plan period. 3. Assessment, Review and Feedback Monitoring performance The organisational performance management framework requires periodic monitoring meetings with MDAs, quarterly and half way through the performance review period. This is an opportunity to discuss progress against the objectives in their operational plans and other key aspects of their organisational performance management plans. Monitoring briefs or notes will be prepared and kept by the OHoCS, including agreed actions. Such monitoring 11

12 data will be integrated into the Annual Report on MDAs Performance to be produced by the OHoCS. Annual assessment and review There will be an annual assessment of MDAs organisational performance. This will involve using various performance assessment tools addressing key indices of organisational performance highlighted in this guideline. The assessment for the annual review of performance will include a number of inputs: i. MDA s self-assessments: MDAs will complete an Organisational Performance Assessment Inventory as well as, biennially, an Organisational Climate Survey and submit to the OHoCS according to the timeline given by the OHoCS. The former focuses on MDAs self-assessment against major organisational performance management indicators, the latter focuses on the perception by key stakeholders of the attractiveness to them of the MDA s culture and system; ii. iii. Attainment reports: The attainment reports will be produced by the OHoCS based on the monitoring meetings and briefs during the performance review period. The report will cover each MDA s performance against the criteria in the organisational performance management plan or annual operational plan submitted by the MDA; Client satisfaction reports: Client satisfaction reports will be required from MDAs on a biennial basis (i.e. once in two years) based on their service charters or client opinion surveys (or Stakeholders Satisfaction Surveys). Annual organisational performance review forum An annual organisational performance review forum will be held with MDAs upon the production of the Annual Report on MDAs Performance by the OHoCS. 4. Reward and recognition A system of MDA recognition will be put in place on such aspects of organisational performance as the following: i. Annual Attainment Recognition; ii. iii. Organisational Climate Award (Biennial); Client Satisfaction Award (Biennial). 12

13 4.0. Organisational performance management structure in Jigawa State public service 4.1. Overview on the organisational performance management structure The OHoCS will have the responsibility of coordinating organisational performance management in the Jigawa State public service. The OHoCS will provide the guidance and support for MDAs to implement organisational systems that promote effective organisational performance. MDAs are to adopt the organizational performance management model and work according to the timelines and organisational performance management systems in it. Senior management, directors and heads of the various technical departments/units of MDAs are to collaborate to produce and use quality and reliable performance information to drive and improve organisational performance in their organisations. Essentially the OHoCS will undertake the following: i. Organisational performance management planning with MDAs; ii. iii. iv. Quarterly organisational performance monitoring of MDAs; Annual organisational performance assessment of MDAs; Biennial organisational performance review and roundtable Organisational performance management set up in MDAs Overview Performance management is a journey of continuous improvement and everyone in an MDA has a part to play in managing organisational performance. Within MDAs, key responsibilities will be borne by the senior management (consisting of e.g. the Commissioners and Permanent Secretaries in Ministries, and the Chairpersons and Chief Executives in the agencies), the senior officers heading departments/units, and the planners and other information providers (e.g. heads of the Planning, Research and Statistics departments and their senior team members and heads of the Admin and Finance departments together with their senior team members). They not only have the role of leading and creating the culture and systems for organisational performance but also that of providing quality and reliable information and reports on organisational performance to the OHoCS. The senior management The senior management has the critical role of leading their MDAs performance. The senior management should set the strategic agenda for their MDAs. They are responsible for allocating resources, managing priorities and administering programmes that will achieve their MDAs goals. They are required to lead service planning and manage performance across organisational barriers. Their demonstrated commitment to this way of doing business, and reporting on their MDAs performance, will be critical to MDAs successfully delivering services and embracing reform. 13

14 The senior management of MDAs has a responsibility to model and maintain a high performance culture within their agency and across government, based on regular conversations about performance, and valuing and using performance information. Overall, their leadership and commitment to organisational performance management is critical to building a performance culture in their MDAs, and across government. Permanent Secretaries and Chief Executives are to use quality information and functional information systems to make decisions and communicate widely in their organisations for continuous improvement and to be better able to attain their core mandates. They are to develop performance improvements in consultation with their line managers and other senior officers. Heads of technical departments Directors and other heads of technical departments play an important role in building support for organisational performance management at the frontline. This means building principles of organisational performance management into the everyday working life in their departments/units, and harnessing the ideas, knowledge and skills of their staff members to identify and drive performance management improvements. This will involve tackling hard performance issues, celebrating wins and recognizing good performance. The directors, heads of departments and their senior staff members should specialize in getting things done. They should marshal the resources of their teams, their network and the sector in which they operate to deliver services and get results. They should keep abreast of what is working well and where improvements are needed. They should gather, interpret, use and report performance information to provide advice and make decisions about how to improve service delivery. Directors, heads of departments and other senior officers should develop the skill to work in complex environments, and across different agencies, sectors and levels of government. They should be meaningfully engaging with relevant development partners and working in partnership with non-government organisations to achieve results for their stakeholders and the general public. Essentially, the ongoing commitment of directors and senior staff of MDAs to organisational performance management is critical to achieving improved performance in their teams, their organisations and across government. Planners and information providers/managers Planners and information providers/managers in MDAs are to promote and enable a constructive performance culture within their MDAs through effective use of information and information sharing. They play a critical role in linking people, information and processes. They should be building and sustaining linkages between people, information and processes in their MDAs and across government. Planners and information providers/managers in MDAs should focus on major strategic and operational priorities through connecting the right people with the right information. They should be collating performance information, including analysis and recommended corrective actions, from the directors and heads of departments/units. This should ensure there is sufficient meaningful data and analysis available to inform performance conversations and decision making. 14

15 Essentially, keeping their organisations communicating and improving, and providing support and advice in this aspect of organisational life, is a key role of planners and information providers/managers in the MDAs. They can achieve this by: i. Aligning the objectives, performance indicators, services and service standards in planning documents (such as strategic and operational plans) with their performance reporting framework; ii. iii. iv. Providing the right amount of easy-to-understand performance information, on the right issues, in order to promote informed decision-making; Matching information with audience need. This requires investing quality time to consider the type and amount of information that is regularly provided to their senior management and heads of technical departments; Promoting their MDAs corporate direction by reporting the MDAs objectives, achievements and challenges to internal and external stakeholders; v. Quality assuring the information and advice used in organisational performance reporting and ensuring it is presented in a fair and accurate way that is meaningful to stakeholders; vi. vii. viii. ix. Supporting data with appropriate analysis. This requires asking hard and direct questions such as: What does the data mean for the organisation? What needs to happen as a result of this information? and What appropriate recommendations should be included in reporting on the data? Promoting opportunities to talk about organisational performance through, for example, ensuring sufficient forums exist to encourage regular conversations about performance; Monitoring longer-term performance by reporting on both the achievability of, and progress towards, targets; Maintaining the feedback loop in the performance management cycle. The performance management cycle includes feedback loops to planning and priorities and has continuous improvement and learning at its core. Planners and information providers/managers in MDAs have a critical role in capturing lessons learnt and making the information accessible for use by key members of their MDAs and other stakeholders Organisational performance management timelines The OHoCS will operate the following timelines with the MDAs for effective organisational performance management in the Jigawa State public service. January-February: 1. Organising a sensitisation workshop for MDAs on the organisational performance management model and tools; including the reporting format to be used by MDAs for their Organisational Performance Management Plans/Reports; 2. Reviewing information, comments, or observations obtained on organisational performance activities and systems of MDAs; 15

16 3. Asking MDAs to submit their organisational performance management plans using the format on Organisational Performance Management Plan/Report; 4. Seeking and receiving feedback on the prevailing performance management systems in the Jigawa State public service and the operational/work plans submitted by MDAs; this may include feedback from development partners and key stakeholders on the proposed organisational performance framework or necessary adjustments thereof. March-April: 1. Collating and reviewing the Organisational Performance Management Plans/Agreements submitted by the MDAs; 2. Essentially: a. Agreeing on a plan of action by each MDA, including each MDA s organisational improvement/development plan to facilitate organisational performance management; b. Finalizing an organisational performance management plan with each MDA, which incorporates planned attainments on key organisational performance indicators/measures. 3. Scheduling quarterly, organisational performance assessment/monitoring meetings with the MDAs; 4. Commencing quarterly, organisational performance assessment/monitoring meetings with the MDAs. October-November: 1. Collating and reviewing the Annual Organisational Performance Reports from MDAs; 2. Analysing the Annual Organisational Performance Reports received from the MDAs and integrating them with the quarterly monitoring briefs/notes in order to produce the Annual MDA Performance Management Report; 3. Organising a forum with MDAs on the Annual MDA Performance Management Report and updating it with feedback received during the forum. Ongoing throughout the year: 1. Undertaking ongoing performance monitoring; 2. Developing quarterly reporting notes/briefs on organisational performance milestones contained in the MDAs annual work plans and organisational performance management plans; 3. Providing necessary ongoing feedback to MDAs. 16

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