FAQs
Frequently Asked Questions
As per Executive Order No. 2/2023 include:
• Coordinating institutionalization of performance management in the Public Service
• Overseeing performance of Government Ministries, Departments and Agencies in service delivery
• Coordinating identification of innovative mechanisms to address challenges affecting public service delivery to facilitate smooth operations between Ministries, Departments and Agencies
• Monitoring the Implementation of Government’s priority programmes and projects.
The departments for the State department are:
• GDS- Government Delivery Services,
• PSPMU- Public Service Performance Management Unit and
• Coordination & Supervision Services?
• Tracking and reporting on the status of National Government Priorities, Projects, Programmes and Presidential Directives.
• Problem Solving and providing practical interventions on Government
Priorities, Projects and Programmes that are facing challenges or bottlenecks.
• Carrying out independent verification to determine the true status of government projects being implemented in the Regions and Counties.
• Public Awareness Creation on the Progress and Achievements of National Government Priorities through the public portal, digital and print media.
• Co-ordinating the institutionalization of Performance Management in the Public Service; and
• Monitoring and evaluating performance to ensure contracting parties are within the parameters of the agreed performance targets.
• Coordinating identification of innovative mechanisms to address challenges affecting public service delivery to facilitate smooth operations between Ministries, Departments and Agencies. This role requires the directorate to specifically:
• Mainstream productivity in the delivery of services to the citizens;
• Identify bottlenecks and designing innovative measures to unlocking challenges to service delivery;
• Provide linkage in coordinating delivery of priority programmes and projects in liaison with implementing units; and
• Conducting periodic assessments on business processes with a view to enhancing efficiency and effectiveness in service delivery.
info@performancedelivery.go.ke
complaints@performancedelivery.go.ke
It is a systematic process for getting better results from an organization’s teams and individuals by controlling achievement of results or outputs within an agreed framework of planned goals, objectives and standards.
It is a Performance Contract.
Yes, the Kenya Integrated Performance Management Policy.
- Appropriate Performance Measurement System;
- Appropriate Performance Measurement Methodology;
- Whole- of- Government Coverage;
- Accountability from Top-Down;
- Explicit and Unambiguous Assignment of Accountability;
- Appropriate Incentive System;
- Effective Integration with Human Resource Systems in Government;
- Integration with Budget System;
- Transparency;
- Appropriate Institutional Arrangements;
- Effective Communications Strategy; and
- Strong and Unambiguous Legal Foundation.
It is a freely negotiated performance agreement between Government, acting as the owner of a Government Agency and the Agency itself.
It is an agreement between two parties that clearly specifies their mutual performance obligations, intentions and responsibilities.
It is a detailed representation of the performance contracting process that entails planning, development, implementation, monitoring & reporting, annual performance evaluation, and deployment of performance incentives and sanctions. The cycle is illustrated below;
It is the core part of the Performance Contract designed to enable measurement and evaluation, and ensure standardization of the contracts across Ministries, Departments and Agencies (MDAs)
To entrench a culture of performance and accountability for results in public institutions.
Signing a PC commits a public official to perform to, or beyond, the specified levels. This holds public officials accountable for results and therefore helps in converting tax shillings into goods and services effectively and efficiently.
It is to support public institutions in: identification of performance indicators and annual targets; undertaking negotiations, vetting and implementation of the PCs; and annual performance evaluation.
This is the process of extending Performance Contracting to downstream institutions (Departments/Divisions/Sections/Units including Field/Regional Offices) and all cadres of employees.
Cascading of PC enables a public institution to effectively link individual employee’s performance to its performance, for achievement of the strategic objectives and ultimately its mandate.
It is a brief written public document that provides essential information that citizens/customers and stakeholders are entitled to know about the services and/or goods provided by a public institution. It contains information on services/goods provided by the organization, requirements to obtain the services/goods, cost of the services/goods, time it takes to provide the services/deliver the goods and the redress mechanisms in case of dissatisfaction.
It is the process of verifying whether a negotiated PC fully complies with the provisions of the Performance Contracting Guidelines.
If the public institution achieves either an ‘Excellent’ or ‘Very Good’ performance grade.