Maf & Pa & Measures

7/29/2019 Maf & Pa & Measures

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MANAGEMENT ACCOUNTABILITY

FRAMEWORK

PERFORMANCE AGREEMENTS &

PERFORMANCE DEVELOPMENT

PLANS

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Management Accountability Framework (MAF) and

Formulation of PAs/PDPs

OBJECTIVES

1. Understand principles behind formulation of

MAF

2. Extract components of MAF that apply to

institutions

3. Share past experiences on usage of PA/PDP

4. Appreciate relationship between MAF andPAs/PDPs

5. Draft SMART commitments

6. Draft CREAM measures

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MoESD Institutional Arrangements

STWG

(Chair-PS)

Sector Plan

(IDP)(Strategy/RFT)

Sector plan

(RBB)(Finance)

(PBRS)

(PIU)

(M&E)

(DEPRS)

RPIC

(RD)

SPIC

MPIC

TWGs

(Hon. Ministers)

PIC Force(Chair-PSP)National M&E

(Chair-NSO)

Cabinet

(Chair-HE)

Data

Warehouse!!!

Focus

MAF!!!

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LEVEL 1

LEVEL 2

LEVEL 3

4 3 2 1

MINISTRY 3 2 1

DEPARTMENT 3 2 1

SECTOR

NATIONAL PRIORITIES & GOALS

Personnel PersonnelPersonnel

Ministrys performance contributes

to Sectoral Performance

Departments performancecontributes to Ministrys

performance

Personnel performancecontributes to Section/Deptsperformance

Sectoral performance contributesto National Performance

Program/Activities & Performance Linkage Ladder

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DEVELOPMENT BUDGET = 30%

70%

60-70%

BUDGET COMPOSITION

COMPOSITION OF OPERATING BUDGET

EMOLUMENT =

OPERATING BUDGET =

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Deming noted that yesterdaysperformance is tomorrows minimum

performance levels.

The MoESD need to become a high performanceorganisation and this includes amongst others:

achieving a significant rise in our individual; and collective performance

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Expectations of MoESD Management

Expectations of MOESD

Exemplify Public Service/charter values and ethics?

Enforce organizational coherence and alignment to outcomes?

Require and use performance information?

Foster organizational confidence in the face of inevitable change?

Secure and develop adequate analytic capacity?

Define the corporate context for managing risk?

Develop the workforce/workplace needed by the department and PublicService/teachers?

Establish a comprehensive and comprehensible system of internal controls?

Consider the citizens perspective first?

Manage accountabilities systematically?


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Exemplify Public Service/chartervalues and ethics?

Enforce organizational coherence andalignment to outcomes?

Require and use performanceinformation?

Foster organizational confidence inthe face of inevitable change?

Secure and develop adequateanalytic capacity?

Define the corporate context formanaging risk?

Develop the workforce/workplaceneeded by the department andPublic Service/teachers?

Establish a comprehensive andcomprehensible system of internalcontrols?

Consider the citizens perspectivefirst?

Manage accountabilities

systematically?

Public Service /MoESD Values

Governance&St

rategicDirection

ResultsandPerforman

ce

Learning, Innovation and

Change Management

Citizen-

Focused

Service

Human

Capital

Policies &

Programs

Risk

Mangmnt

Steward

ship

Account

ability

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Through their actions, the Ministry leaders continually reinforce the importance of

public service values and ethic in the delivery of results to Batswana(e.g. democratic,

professional, ethical etc)

Governance &

Strategic

Directions

The essential

conditions

(internalcoherence,

corporate

discipline and

alignment to

outcomes are

in place to

providestrategic

direction and

support to the

Minister,

cabinet,

Parliament and

delivery of

results

Results and

Performance

Relevant

information on

results (internal,

service and used

to make Ministry

decisions, and

public reporting

is balanced ,

transparent, and

easy tounderstand

Citizen-FocusedService

Policies and Programs

are developed outside

in, and partnerships are

encouraged and

effectively managed

Policies & Programs

Research& analytic

capacity is developed and

sustained to assure high

quality policy options,

program design and

advice to the Minister

Human Capital

People, work

environment and

focus on building

capacity & leadership

to assure its success

Risk Management

The executive team at

each level clearly defines

the corporate context

and practices for

managing clearly defined

Accountability

Accountabilities for

results are assigned and

consistent with resources,

and delegations are

appropriate to

capabilities

Stewardship

The MoESD control

structure (assets,

money, people, services,

etc) and underlying

principle clear to all staff

Learning, Innovation and Change ManagementThe MoESD promotes learning organization concepts, values corporate knowledge

and learns from its past performance . Further continuous innovation and

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Improve the Public Sector quality

management

Reinforce sound management in the Public

Service Management

Provide Managers with a comprehensive and

integrated model for management .

THE PURPOSE OF MAF

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SWOT

APP

MOESDpriorities

REVIEW

FORMAT

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How performance is assessed

Results

WHAT

Highest amount of

Performance Pay

Less or no

Performance Pay

HOWKey Leadership Competencies

Below

Expectations

Below

Expectations

Surpasses

Expectations

Surpasses

Expectations

Average amount of

Performance Pay

HOW is assessedas an integral

element ofBOTH

Ongoing and Key

Commitments

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HOWof the Performance

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Learning for individuals

Botswanas approach to learning begins with competency-based leadershipdevelopment (DPSM, 2011)

The Botswana Public Service has defined four key leadership competencies:

Leadership Competencies

Values & Ethics

(Mastering Complexity) Strategic

Thinking

Engagement

Drive for results (Management Excellence)

People Management

Action ManagementFinancial Management

Competencies should be used for year-over-year performance reviews

This approach encourages self-assessment and self learning as well as theidentification of corporate needs

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From a foundation of Values and

Ethics, PS leaders deliver Results

through mastering complexity,Engagement and focusing on the

customers

Key Leadership Competencies

Drive for Results

Engagement

Mastering Complexity

Values and ethics

COMPETENCIES

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WHATof the Performance

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LINKS: Cascading Commitments

Government Plans and Priorities (21

Point Agenda) Ministry Mandates

(NDP 9 Strategy Map)

PS Priorities

PS (Performance

Agreement)

Deputy PS(s) Performance

Agreement (s)Director (s) (incl. Regions)

Performance Agreement (s)

Accountabilities are

assigned through all

Depts, Divs and

policy and program

areas

Ministry BSC

Job Effectiveness

descriptions

provide much of

the information for

Ongoing

Commitments

ProsperityforAll

WorldClassPu

blicService

(5KRAsfromthe21

PointAgenda)

School Head

Performance Agreement (s) 18


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The PS evaluates the effectiveness of the way

departments/Regions/Schools manage the

Performance Management Plan based on

Alignment of high quality commitments with corporate business plans andthe PSs priorities, cascading from deputy level to Directors/School Headand horizontally integrated

Quality of feedback on results achieved and opportunities and supportprovided to improve performance

Equitable, consistent and transparent assessment of performance

DPS/Director/School Head understanding of the process and confidencethat the PMP supports them

Linkages to Key Leadership Competencies, training and development,talent management, HR Planning

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Through their actions, the Ministry leaders continually reinforce the importance of

public service values and ethic in the delivery of results to Batswana(e.g. democratic,

professional, ethical etc)

Governanc

e &

Strategic

Directions

The essential

conditions

(internalcoherence,

corporate

discipline and

alignment to

outcomes are

in place to

providestrategic

direction and

support to the

Minister,

cabinet,

Parliament and

delivery of

results

Results and

Performance

Relevant

information on

results (internal,

service and used

to make Ministry

decisions, and

public reporting

is balanced ,

transparent, and

easy tounderstand

Citizen-FocusedService

Policies and Programs

are developed outside

in, and partnerships are

encouraged and

effectively managed

Policies & Programs

Research& analytic

capacity is developed and

sustained to assure high

quality policy options,

program design and

advice to the Minister

Human Capital

People, work

environment and

focus on building

capacity & leadership

to assure its success

Risk Management

The executive team at

each level clearly defines

the corporate context

and practices for

managing clearly defined

Accountability

Accountabilities for

results are assigned and

consistent with resources,

and delegations are

appropriate to

capabilities

Stewardship

The MoESD control

structure (assets,

money, people, services,

etc) and underlying

principle clear to all staff

Learning, Innovation and Change ManagementThe MoESD promotes learning organization concepts, values corporate knowledge

and learns from its past performance . Further continuous innovation and

transformation 20


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MAF discussions II2.docx

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http://localhost/var/www/apps/conversion/tmp/scratch_7/MAF%20discussions%20II2.docxhttp://localhost/var/www/apps/conversion/tmp/scratch_7/MAF%20discussions%20II2.docx


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ACTIVITY 1

Divide into 10 groups/one per component

Using the MAF components and its

descriptors, complete the table by customizing

your components to school level

Group work 15 minutes

Present work: 5 minutes/group

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Formulation of PAs/PDPs

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SCHOOL HEAD PA/PDP

Scheme of work

Introduction 5 minutes

Group build up 5 minutes

Activity 15 minutes

Presentations 25 minutes Exposition (Uses & Alignment) 10 minutes

Total time = 1 hour

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SCHOOL HEAD PA/PDP

Activity 2

1. List the uses of a PA/PDP.

2. What tool do you use to come up withcommitments/objectives?

3. Discuss your PAs/ PDPs commitments/objectives andtheir relevance to your deliverables.

4. Discuss Your PA/PDPs commitments/objectives andhow they helped to move your institution forward.

5. Present your work.

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USES

PA/PDP is used to

Monitor performance

Guide performance

Give leadership

Align with others

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What is a PA?

The Performance Agreement is a mutual understanding

between the Supervisor and the supervisee as to what is

expected from the individual and how performance will be

assessed.

It documents the commitments with performance measures at

the beginning of the performance cycle and documents the

results achieved at the end of the performance cycle

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PAs should be developed right after organisation

planning decisions have been made Developing PAs in intact teams

Promotes clear accountabilities

Promotes horizontality

Establishes clarity and a clear cascading ofcommitments

Supports horizontal planning

Terminology and basic concepts:

When and how PAs are developed matters

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The Performance Agreement should:

Support and reinforce the achievement of MoESDbusiness plan;

Stimulate a dialogue on management expectations in

terms of what must be accomplished and how; Serve as a tool which will support a consistent and

continuous approach to performance management;and

Be kept current by documenting commitmentsachieved or revised throughout the performance cycle.

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COMMITMENT

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COMMITMENT

SWOT

APP

MOESD

priorities

REVIEW

FORMAT

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Selecting commitmentsMAF components Description The school

Public service /

MOESD Values

How Teaching and Non-

Teaching Staff conductthemselves (on a day to day

basis) in their dealings with

the public and amongst

themselves as defined by

public expectations

School values / principles Published based on

the Public Service Chapter ( Timeliness,Respect,Botho,Integrity)

(might reflect in the school motto)

Theory of axiology/society of unified culture

(Spiritual Values)

Professionalism

Learning, innovation

and change

management

Teaching and Non Teaching

Staff are up to the task

through continuous learning.

They are creative and take

advantage of change

opportunities.

Self motivated learning for both learners and

staff

Self-transformation - Life planning for learners

and teachers and non teaching staff

Institutionalized learning to overcome

challenges

Interpretation of the work environment Social / community engagement for example

indigenous knowledge (mutual)

New ways of implementing the curriculum

Creative Teaching and learning

Creativity in Management

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C di C it t


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Cascading Commitments

The idea behind cascading is simple: the work of senior executives should be reflected to some degree

in the work of executive reporting to them,

while clearly identifying the accountabilities at each level.

Commitments of the most senior level executives should alignwith the priorities of the department, and these in turn should

align with the priorities of the government.

That way, the accountabilities of any given executive align with

the strategic outcomes both of the organization and of thegovernment of The Republic of Botswana.

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Good Practice


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Good Practice

Commitments developed independently can result in

disconnected efforts, and those developed by cut-and-paste tend to lose meaning.

The best way to ensure good cascading both alignment

and disaggregation is to have the right kind of process

in place.

This process should capitalize on sound corporate

planning. The best way to ensure effective alignment,

both vertical and horizontal, is to establish an effectivePMA Planning process.

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ST

ST Goal

ST. Obj

INT 2

TASK

TASK

TASK

INT 2TASK

TASK

TASK

DSH HoD HoD HoD HoDB S G c c s

1

s

2

s

1

s

2

s

3

s

1

s

2

s

3

X X X X X X X X X X X

X X X X X X X X X

X X X X X X X

X X X X X X X X X

X X X X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

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The main design elements of a PA/PDP are:

Ongoing commitments

Key commitments Performance Measures

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Ongoing Commitments

Ongoing commitments are principal, on-going results

linked to business plans and/or corporate priorities that

the executive is expected to accomplish and for which an

executive earns a base salary.

Movement within the salary range will be earned

based on the achievement of the ongoing

commitments.

Further, the ongoing commitments must be met

before the key commitments will be assessed for

Performance Pay purposes.

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What is a key Commitment?

Key commitments are priority areas of focus, linked to

business plans and/or corporate priorities, which are intended

to be challenging but achievable with effort.

Key commitments could represent significant improvements

or changes in an ongoing commitment area, introduction of anew initiative, focus on an area requiring special attention,

etc.

At risk pay/13th Cheaque (lump sum) will be earned based on

the achievement of the key commitments. A Performance Agreement will include between one and three

key commitments.

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Examples of commitments

Commitment: A robust succession plan to addressprojected teacher shortages (due to study leaves) isdeveloped and implemented by Sept 30, 2013

Commitment: Establish a special educationcommittee to support SEN learners by October 31,2013

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Specific Provides clear direction on whatactions must be taken, easy tounderstand.

Measurable Quantifiable and verifiable

through measurement. Attainable Realistic given organizational

capabilities.

Results Oriented Focused on anoutcome, not the method by which youget there.

Time Bound Set around some time

frame that is reasonable

SMART COMMITMENTS

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Characteristics of good commitments continued:

SpecificityDefiniteness of

the commitment

SimplicityA commitment

to one thing

AttainabilityWithin sphere of

influence andcontrol

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S ifi it


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Specificity = definiteness of the commitment

A specific commitment is clear and easy to understand, free fromjargon or bureaucratese, and focuses on a definite theme. A

specific commitment should be headed by a strong action verb

(e.g., reduce, increase, design, implement) rather than a

weak action verb (e.g., ensure, contribute, facilitate). Example:

I will develop and implement a succession plan to address projected staff

shortages in HR and Finance

Two strong verbs express this commitment. It is clear to the reader what it

means to develop and to implement something.

It also states clearly what is being developed and why.

To provide further definition to this commitment, performance measures can

also be used to provide even more detail on how the commitment will be

carried out and how its success will be measured

Specificity

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Specificity By contrast, the following examples lack the same degree of specificity:

Human resources excellence

Develop teamwork within the Branch

The second commitment is simple, actively expressed, and concise.

And yet it is unsatisfactory as a commitment, because teamwork is a very broad

concept with a number of facets, for example:

taking a team-based approach to the doing of work,

establishing a system to reward teamwork or addressing conflict within or

among teams.

The commitment could be pointing in many different directions at once.

Adding a qualifying phrase (by, through, etc.) provides the missinginformation;

Another example:

Encourage team building by obtaining employee input and participation in

business planning and reporting by XXX.

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Example: Support corporate-wide activities

Is this specific? Not really.

Which corporate-wide activities are at stake?

How will they be supported?

The verb is in the active voice, which is a plus, and

the syntax is straightforward,

but commitment is not at all specific

A Note on Specificity and X Level

Performance agreements at all levels in the organization should be specific, evenif the scope of the commitments changes. That is, the scope of an DPS

commitment could be organization-wide, while the Directors scope is part of the

organization.

Both can be equally specific about what thy are committing to do.

Specificity

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Simplicity = a commitment to one thing


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Simplicity = a commitment to one thing.

Simplicity = a commitment to one thing.

The opposite is complexity or reference to many things at once.

Examples

I will implement the strategic plan for the Region, ensure that

employees feel valued and respected, and take steps to build

learning plans for every employee by XXXX. There are three commitments here, not one.

Each, moreover, is a substantial commitment.

Packaging them together makes it almost impossible to state an adequate

set of performance measures.

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Here is an example:

Conclude the consultation and reorganization of the

regional offices and implement Phase I of the Transition

Initiative by June 30 2012.

Technically, there are two commitments,

but they are closely linked and warrant being treated

together.

The theme is the same, and thus the commitment is

considered simple.

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Attainability = within the individuals sphere

of influence and control.

Explanation: Commitments express individual accountabilities.

Individuals can be held accountable for something only if they

are in a position to do it. This does not mean, of course, that

they have to be in a position to do it themselves.

MoESD are often not the ones who do but the ones who

motivate and inspire others.

Being in a position to do italso means being in a position to get

it done.

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Example


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Example

Good examples of commitments that are attainable:

Manage the development and production of the Departmental Annual

Report to inform strategic planning by XXXX .

Develop competency profiles and competency-based developmental

options for the CS group to inform recruitment by XXXX.

Here is an example of a commitment that is not attainable: Conclude multilateral agreements with 50 countries

Assume it is possible for one individual to pursue multilateral

agreements with 50 countries. What seems well beyond the

sphere of the individual, or any team of individuals, is

concluding the 50 agreements. This would require the

agreement of the other parties; their agreement is solelywithin their sphere of influence and control. As a result, this

commitment is not attainable.

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A Special Note on Attainability


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A Special Note on Attainability

Attainability also depends on executive level. A

commitment like the following, which is attainable foran DPS or Director, is not attainable for an PS:

Manage regional financial resources within delegated

authorities and in accordance with the principles of modern

comptrollership by March 30. 2012

One of the reasons for insisting that commitments

cascade through the management hierarchy is to

ensure that they are appropriate to the executive level

and hence attainable.

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The PA template has: Ongoing commitments (3-5)

Key Commitments (1-3)

Results Achieved

A written assessment of results and the Key LeadershipCompetencies demonstrated

The signatures of the executive and the supervisor uponagreement about the commitments that are to be achieve

The PA may also have a section for individual development Development Commitments (1 to 2)

The Performance Agreement (PA) Template is a tool to help executives

establish PAs

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Ministry /Department/Institution

Between: Performance Agreement Reviews of this agreement were conducted on the following dates:


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Between:

and:

Signature:

Date:

Performance Agreement

(year year)

Reviews of this agreement were conducted on the following dates:

Mid-term:

Priorities of the

MinistryRegional

Priorities

Ongoing COMMITMENT

(3 to 5 commitments)

Performance Measures

(1 to 3 per commitment)

Results Achieved

(for each commitment)

Key Commitments

(1-3)



Personal Dev COMMITMENTS

(1 to 2)



Results Achieved

(for each commitment)

I have read this assessment:

Signatures:

DRO:

Date:

School Head:

Date:

Ongoing Commitments Rating:

Personal Dev. Commitments Rating:

Evaluation

Narrative Assessment

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Activity 3

Work in the same 10 groups established for MAF

activity 1

Using the school level MAF components identified in

activity 1 as a starting point draft:

1 ongoing1 key commitment

Commitments should be SMART and

At the level of a School Head

Group work: 15 minutes

Presentations: 5 minutes/ group

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Performance measures

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Importance of measures

Give employees direction in what needs to beaccomplished by providing more detail on how thecommitment will be carried out

Checks that non-negotiable performance standards are

being met Used to identify successes and where improvement is

needed.

Alerts the organisation to the need for strategyadjustments

Used to challenge assumptions made in thedevelopment of the strategy to ensure the strategy ison course and valid

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Performance measures for commitments must be

quantifiable, observable, describe how one knows the

results have been achieved and define standards for

expected level of achievement for these results.

Performance measures are results-oriented,

measurable and concrete.

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CREAM PERFORMANCE MEASURES


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CREAM PERFORMANCE MEASURES

Clear- precise and unambiguous

Relevant-appropriate to the subject, focused onthe strategy

Economic-available at a reasonable cost

Adequate-provide a sufficient basis to assessperformance, how regularly can they beupdated? Can meaningful targets be set toshow improvement

Monitorable-amenable to independentvalidation, reliable, repeatable over time,

Kusek & Rist 2004

Kaplan & Norton 1996

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Lag vs Lead measures

Lag Measures Lead measuresOutcome Measures Driver Measures

Measures performance results at the

end of an activity

Measures progress periodically

throughout the activity

Usually easily measured Allow adjustments to be made in the

strategyMeasures effects of the activity after

the fact

Assumes that progress on the measure

will result in a distant and separate

outcome

JCE Credit pass rate Credit pass on termly examinations

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Operational vs Strategic measures

Operational Measures Strategic MeasuresLow level High level

Measures activities,

processes & outputs

Measures outcomes

necessary many Critical few

No. standardised tests Percent improvement in PSLE

credit pass

Compliance to service

standards

Customer satisfaction level

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Improve quality ofM

Tier commitment


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Improve quality of

Teaching and learning

to increase

employability of

learners

Improve quality

of teaching to

increase transition

rate

Increase

use of child

centered teaching

methods to increase

pass rate

Transition rate

Employment index

Pass rate in my subject

PS / Regional

Director

School Head

Senior Teacher 1

Measures

Monitor use

of child centered teaching

methodologies to improve

academic achievement

Institutional Pass rateDeputy School Head

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Identifying measures


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Identifying measuresValue trees or 3 step method

Developinnovative

teaching

methods to

improve learning

by XXXX

Capacitate teachers

Resource procurement

Enhance supervision

% lessons usinginnovated teaching

Transition rate

% improvement in

pass rate

COMMITMENT DRIVERS OR

CRITICAL SUCCESS

FACTORSMEASURES

1. What we

want

2. What we need

to do

3. How we

measure

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Maf & Pa & Measures

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