XI.   Performance Management

Performance Management and Assessment

11.1     The performance management mechanism will be a key CRDB management tool, applied at an organisational level as CRDB's objectives and priority activities are regularly assessed against an overall annual workplan and established indicators of progress. The establishment of a performance management system is also a mandatory requirement for introducing the PMG/MBPI scheme, but it is also recognised as an important innovation that is required to complement capacity development activities regardless of the introduction of the PMG/MBPI.

11.2     Key features of the performance management system for CRDB are summarised in Chart Nine and will include:

1. Production of an annual workplan with tasks informed by the Sub Decree and the Strategic Framework (and Departmental Terms of Reference) and assigned to responsible parties;

2. Establishment of performance objectives, indicators and targets for activities;

3. Elaboration of clear and measurable performance objectives for CRDB, Department and individual staff;

4. Identification of an effective means of managing the execution of all activities and monitoring their progress (and providing feedback to senior management);

5. Regular opportunity for feedback and consultation with staff so that core values can be reinforced and the overall vision of CRDB can be reaffirmed during an evaluation process.

Chart Nine. Performance Management

11.3     Over time, performance management will be applied to all stages of the workflow process, including planning, resource allocation, implementation, reporting and monitoring functions. Continuous improvement, in both workflow processes as well as results, will be pursued through the Capacity Development Strategy and applied at CRDB and Departmental level. It is acknowledged that a performance culture is still to be established in the public service and that performance management is often not something that managers are either acquainted or comfortable with.

11.4     The performance management system will apply to all staff, not just PMG recipients, and the approach will be to establish a mechanism that is seen as a positive innovation, facilitating closer supervision, guidance and monitoring, with regular opportunity for feedback and mentoring.

11.5     All staff will be fully briefed on the details of the performance monitoring mechanism and measures will be taken to ensure that they fully understand the manner in which it will apply to them. Performance management systems will also be used to inform the identification of training needs. Table Eight identifies the proposed criteria for the performance management assessment of individual staff.

Table Eight. Individual Performance Assessment Criteria

11.6     Table Eight also shows that effective performance management will be included amongst the management criteria for assessing the performance of Directors. This is recognised as an important factor in delivering the organisational objectives of the Capacity Development Strategy – and the ultimate success of the PMG.

11.7      Performance management will extend from the level of the individual, to the Department and then up to the level of CRDB. At CRDB level it will be particularly important to monitor those activities that are cross-Departmental in their nature, as well as to consider overall progress against the workplan. Based on their job description, individuals will be expected to prepare an individual workplan, that includes agreed training objectives that will serve as an objective guide of performance at the end of the quarter.

11.8     The principal CRDB planning management and monitoring tool must be the Organisational (and Departmental) Workplan. This should adopt a results-based framework to include capacity development processes and indicators associated explicitly with capacity development work. It is also necessary to note that, if CRDB capacity is to be strategically linked to RGC aid effectiveness priorities, the H-A-R Action Plan must comprise the chief input into the Organisational Workplan, with annual objectives identified to make progress toward the H-A-R targets. Performance management can then extend from the level of the organisation, through Departments, all the way to the individual staff member, proving a robust and objective basis for managing and evaluating performance.

11.9      Monitoring will take place on a quarterly basis, with staff retreats providing an opportunity for discussion, including at Departmental level. This will lead to performance objectives – and training plans – being revised against workplans if necessary. The Secretary General, CRDB/CDC will be ultimately responsible for the management of staff and the implementation of the performance management system.

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