1. OFFICE OF THE PRIME MINISTER PUBLIC SERVICE TRANSFORMATION FRONTIERS OF RESULTS AND PERFORMANCE MANAGEMENT Mr. Emmanuel A. Lubembe HEAD-Public Service Transformation Office of the Prime Minister KENYA

2. Background of Reforms in Kenya 1993 -2002 Civil Service Reform Secretariat spearheads: Wage Bill Reduction, Performance Improvement & SAP 2004 -2007 Public Sector Reform & Development Secretariat created to: Institutionalise RBM in the Public Service – Results For Kenyans Programme 2008 -2009 Public Sector Transformation Department PSTD 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

3. 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 3

4. 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 4

5. 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 5

6. Strength en Central Support Ministries of Government for the successful management of Kenya VISION 2030 National Performance Management Framework for Results Capacity building & change mgt. to transform the 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 6

7. 7 Overview of Vision 2030 Plans and implementation Vi- sion Strategy Economic To maintain a sustained economic growth of 10% p.a. for most of the next 20 years Social A just and cohesive society enjoying equitable social development in a clean and secure environment Political An issue-based, people-centered, result-oriented, and accountable democratic political system Overarching Vision A globally competitive and prosperous nation with a high quality of life by 2030 Enablers and Macro - Foundations Cross cutting infrastructural development, STI, Public Sector Reforms and Macroeconomic stability National Value System

8. 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 8

9. FROM REFORM TO TRANSFORMATION How the Transformation Will Occur 9

10. 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

11. TRANSFORMATION IN THE CONTEXT OF NEW CONSTITUTION “Getting it Right from the Beginning” 11

12. 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 12

13. The New Constitution: Moving into Action 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

14. The New Constitution: Moving into Action Component Two: Delivering Vision 2030 Flagship projects & Outcomes I.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&E 14

15. The New Constitution: Moving into Action 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

16. The New Constitution: Moving into Action 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 Formulation 16

17. 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:

18. 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

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20. THE RAPID RESULTS APPROACH Under the Transforming Kenya Programme, RRI is being used to: i. implement provisions of the Constitution of Kenya 2010 ii.Fast track the implementation of V 2030 flagship projects under MTP 2008-2012 iii.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 20

21. 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 21

22. 22 Improving Governance… The Company Registry Before & After 100 RRI-days… Companies’ Registry – State Law Office Improved 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 22

23. 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. 23

24. 24 IMPROVING ACCESS TO WATER Nomadic women in Elangata Enterit in Kajiado enjoy water provided during 100 days-Rapid Results Initiatives

25. One Child, One Tree Policy Credit Points given to students for sustainability of trees - Ruiru Municipal Council

26. MINISTRY OF HEALTH Improving The Services Provided To The Wananchi

27. 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.

28. KNTC From Reform to Transformation: What Results? KNTC EMPLOYEE SATISFACTION

29. 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. 29

30. 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. 30

31. THE ENVISIONED TRANSFORMATION 31

32. 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

33. IMPACT ACHIEVING RESULTS FOR KENYANS To enhance quality of life for Kenyans by transforming public services

34. PUBLIC SERVICE TRANSFORMATION DEPARTMENT OFFICE OF THE PRIME MINISTER KICC 15 TH FLOOR 34