Post on 29-May-2018
8/8/2019 Performance Agreements
1/27
erformance Agreements in the Public Service: Directives and Guidelines
Performance Agreements
in the Public ServiceDirectives and Guidelines for Senior Managers
Second editionJanuary 2001
Office of the Permanent Secretary, OPM
Auberge de Castille, Valletta CMR 02, Malta
permsec.opm@magnet.mt
Contents
mailto:permsec.opm@magnet.mt8/8/2019 Performance Agreements
2/27
erformance Agreements in the Public Service: Directives and Guidelines
Preface to the Second Edition
Introduction to the Handbook
Objectives and applicability
Organisation of the Handbook
Definition of terms
Part 1: Drawing Up the Performance Plan
Introduction
Revision of the Business Plan
Updating of departmental commitments to projects and
initiatives
Revision of functions and overall objectives
Role delineation
Key tasks
Performance targets
Finalisation and approval of the performance plan
Part 2: Reviewing and Assessing Performance
Introduction
Self-assessment by the Senior Manager
Assessment by the Reviewing Officer
Preliminary rating by the Reviewing Officer
8/8/2019 Performance Agreements
3/27
erformance Agreements in the Public Service: Directives and Guidelines
Definitive rating by the Permanent Secretary
Annex I: Role Delineation Statements
The Permanent Secretary: A Role Delineation
Directors General and Directors: A Role Delineation
Annex II: Specimen Key Tasks and Performance Targets
Annex III: Specimen Performance Review Report
Preface to the Second Edition
The Public Service has changed dramatically over the last ten years. It has become a more
forward-looking and dynamic organisation. Managers increasingly have high-quality
facilities and advanced technology at their service. They have more freedom to manage,
and they manage for results. Performance now matters more than procedure. Rules are
important, but results are even more important.
This transformation was brought about by a wide-ranging programme of change over the
last decade, in line with the recommendations made by the Public Service Reform
Commission in 1990. Performance managementsetting specific targets linked to
Ministerial and Departmental goals, and holding individuals accountable for the
achievement of those targetshas been the driving aim of many of these changes. It has
found expression in various initiatives: Business Planning; Category A Performance
Agreements; the Performance Management Programme for lower-level staff; and most
recently the Quality Service Charter initiative.
Performance Agreements for officers in Category A remain one of the most important
elements of the new results orientationboth as a performance management mechanism in
its own right, one which applies to the highest levels in the Public Service, and as a means
to facilitate the implementation of other initiatives. Used properly, Performance
Agreements can be a powerful mechanism for the achievement of Government priorities
and objectives. They are a vital tool of accountability and the keystone of the top
management chain of command throughout Ministries and Departments.
8/8/2019 Performance Agreements
4/27
erformance Agreements in the Public Service: Directives and Guidelines
At the heart of the system of Performance Agreements is the annual performance planning
and review process. One of the cardinal duties of a senior public officer is to undertake this
process in respect of his or her subordinates. Its effectiveness depends on senior managers
willingness to ensure that performance targets are specified in concrete terms and to
appraise achievements carefully in terms of the targets.
This document will assist senior managers in going about their duty of appraisal in a
correct and effective manner. This Handbook supersedes the first edition of the Directivesand Guidelines on Performance Agreements which was issued in 1996, and incorporates
the changes subsequently made to the system. It should be read carefully by all senior
managers and brought to the attention of newly promoted officers. I am confident that
senior managers have the motivation and the ability to utilise the Performance Agreement
system effectively, to the ultimate benefit of this country and its public whom we all serve.
2 January 2001
J R Grima
Permanent Secretary, OPM
Introduction to the Handbook
Objectives and applicability
1. This Handbook, incorporating directives and guidelines, is intended to assist in:
q the annual preparation of performance plans by and for officers on a Performance
Agreement down to Assistant Directors, all such officers being referred to in this
Handbook as Senior Managers; and
q the annual review and assessment of the performance of Senior Managers in
accordance with the plans.
2. The directives are to be considered binding on public officers involved in performance
management, and should be followed as and where applicable.
3. The guidelines are on matters such as the framing of key tasks and performance targets
and the assessment of a Senior Managers performance and potential. These guidelines
will need to be interpreted flexibly according to circumstances and the Senior Managers
position. Reviewing Officers should however ensure that the general thrust of these
8/8/2019 Performance Agreements
5/27
erformance Agreements in the Public Service: Directives and Guidelines
guidelines continues to apply.
Organisation of the Handbook
4. Following this general introduction, Part 1 of the Handbook deals with the formulation
and revision of the annual performance plan which is incorporated in an appendix to each
Senior Managers Performance Agreement. Part 2 of the Handbook deals with the end-of-
year review and assessment of the Senior Managers performance.
5. This Handbook also contains three annexes:
q Annex I reproduces the role delineation statements concerning Permanent
Secretaries, Directors General and Directors, as referred to in paragraph 15 below;
q Annex II contains a set of specimen key tasks and performance targets drawn up in
accordance with paragraphs 1622;
q Annex III consists of a specimen Review Report drawn up in relation to the key
tasks and performance targets at Annex II.
Definition of terms
6. In the interest of conciseness, certain terms are understood as follows throughout this
Handbook:
q Senior Manager: any Officer in Category A whose performance is subject to
review by means of a Performance Agreement.
q Department: any organisational unit, including a division, section or office, that is
directly under the responsibility of a Senior Manager.
q Performance plan: a list of key tasks and performance targets which is drawn up
on an annual basis and is normally incorporated within Appendix A to thePerformance Agreement. The plan is the core of the Performance Agreement.
q Key task: a major task or assignment, expressed in broad terms, which is included
in a Senior Managers performance plan.
q Performance target: a specific deliverable, a number of which accompany each
key task, and which is expressed in concrete terms.
8/8/2019 Performance Agreements
6/27
erformance Agreements in the Public Service: Directives and Guidelines
q Non-plan assignment: a task which is assigned to a Senior Manager during the
course of a year but is not incorporated in the Senior Managers performance plan
for that year.
q Review Report: an annual report on a Senior Managers performance along the
lines shown at Annex III to this Handbook.
q Reviewing Officer: a Senior Managers immediate superior.
q Senior Reviewing Officer: the Reviewing Officers superior (where applicable).
Part 1
Drawing Up the Performance PlanIntroduction
7. The development of a performance plan should follow six stages:
(a) revision, if necessary, of the Business Plan in accordance with the
allocation of funds in the Estimates;
(b) updating of the Departments commitments to projects and initiatives in
accordance with Government policies and priorities;
(c) revision, if necessary, of the functions of the Senior Managers
Department and of the overall objectives of his or her position as listed in
Appendix A to the Performance Agreement;
(d) preparation by the Senior Manager of an initial list of key tasks;
(e) preparation of performance targets to accompany and give substance to
the key tasks;
(f) finalisation and approval of the performance plan.
Each of these stages is discussed in detail below.
8/8/2019 Performance Agreements
7/27
erformance Agreements in the Public Service: Directives and Guidelines
Revision of the Business Plan
8. The Business Plan encapsulates the priorities that have been set for the Department with
the approval of the Minister and the Permanent Secretary. Accordingly, the Business Plan
should have a very important influence on the formulation or revision of key tasks. A
primary focus of the Senior Managers performance plan should be the fulfilment of the
Business Plans programme for the year.
9. The Business Plan should if necessary be revised and updated to take account of the
approved allocation of resources in the Estimates for the new year. The Senior Manager
should subsequently review the revised Business Plan and ensure that the objectives and
initiatives set out therein are reflected as applicable in his or her performance plan.
Updating of departmental commitments to projects and initiatives
10. The Business Plan should also fully reflect the Departments commitments to projects
and initiatives under the ongoing Public Service Change Programme (EU harmonisation,
service quality improvement, efficiency gains, and Ministry-specific initiatives). Senior
managers should liaise constantly with their Ministrys Office of Review to ensure that
data on projects and initiatives pertaining to their Departments is up to date and accurately
reflects departmental initiatives and priorities as determined within the Ministry.
11. As in the case of the Business Plan, the updated Public Service Change Programme
project data should be closely reflected in the Senior Managers performance plan. The
Reviewing Officer should carefully vet the plan to ensure that this is the case.
Revision of functions and overall objectives
12. Appendix A to the standard Performance Agreement lists the functions of the Senior
Managers Department. The Appendix also lists the Senior Managers overall objectives
for the three years of the Performance Agreement. These objectives will closely reflect the
Senior Managers position description and should in addition:
q derive from the functions of the Department
q be closely interlinked
q reflect the overall strategic objectives of the Government as applicable to the
Department.
13. It is unlikely that substantial changes would be required in the functions and overall
objectives listed in Appendix A to the Performance Agreement during the course of a three-
8/8/2019 Performance Agreements
8/27
erformance Agreements in the Public Service: Directives and Guidelines
year cycle. However, adjustments may be required owing to changes in ministerial
portfolios or the redistribution of administrative functions. In addition, the overall
objectives may benefit from refinement in the light of experience gained. Such adjustments
may be recorded by a brief note signed by the Senior Manager and his or her Reviewing
Officer and attached to the Performance Agreement.
14. The overall objectives are a point of reference in the formulation of key tasks. They
will also assist in the assessment of general management performance during the end-of-year review. See Part 2 for guidance on the review process.
Role delineation
15. This section is a standard feature in the Performance Agreement of Permanent
Secretaries, Directors General and Directors. It derives from the delineation of the roles of
Ministers, Parliamentary Secretaries, Permanent Secretaries and Heads of Department as
set out by the Prime Minister in a letter-circular dated 5 February 1991. The texts
applicable to Permanent Secretaries and Directors General/Directors respectively arereproduced at Annex I to this Handbook. No changes are required to this section on an
annual basis, but because of the importance of these responsibilities, particularly in relation
to the collective interests of Government, they constitute an important criterion for the
evaluation of performance.
Key tasks
16. Key tasks encapsulate the outputs which a Senior Manager is expected to deliver
during the year. They are the basis from which specific performance targets are derived.
Specimen key tasks and related performance targets may be found in Annex II.
17. Key tasks are likely to require considerable revision and change from one year to the
next. Some key tasks will have been completed, others dropped or postponed, and others
substantially altered. New tasks may be added in reflection of new projects or initiatives
being taken up by the Ministry.
18. At the beginning of the year the Permanent Secretary (OPM) may specify, in
compliance with Government directives, one or more standard key tasks for incorporation
in the performance plans of Category A officers. These key tasks would reflect general
management obligations common to most such officers, or Government-wide priorities
such as the improvement of service quality or harmonisation with EU directives. Senior
Managers should include these key tasks in their draft plans as applicable and in
accordance with instructions.
19. Additional key tasks for the new year should be drawn up by the Senior Manager in
8/8/2019 Performance Agreements
9/27
erformance Agreements in the Public Service: Directives and Guidelines
accordance with these principles:
(a) Key tasks should relate to and be compatible with:
r the Governments strategic objectives as related to the Department,
including the Public Service Change Programme;
r the priorities set by the Minister and the Permanent Secretary; and
r the overall objectives listed in Appendix A to the PerformanceAgreement.
(b) The majority of key tasks should derive from or bear a close relationship
to the Business Plan as revised and the Departments projects and initiatives
under the Public Service Change Programme.
(c) Some key tasks should address critical management issues affecting the
Departments performance, including the need to improve service delivery,
unless these issues are adequately covered in the standard key tasks drawn
up under paragraph 18 above.
Performance targets
20. The Senior Manager should draw up a set of performance targets relating to each key
task in his or her initial list. On its own, a key task is no more than a broad heading or a
statement of intentions: performance targets link it to specific and identifiable results.
Time spent on determining performance targets is an investment which would facilitate
better performance review and assessment later on.
21. Depending on the key task, performance targets may legitimately relate to both the
Senior Managers own personal activities and the output of his or her Department,
including where applicable targets set by the Senior Manager for subordinates. Targets
should usually be expressed in the form of:
q Quantity: how many units of output (payments issued, transactions made,
applications processed) should be expected per period of time or in total over theyear?
q Quality: suitable targets could refer to the error rate (in the case of a high volume
of routine transactions), superior officers overall level of satisfaction with reports
or other documents prepared by the Senior Manager, the number of public
complaints against the Department, or the number of cases instituted against it
before adjudicating authorities.
8/8/2019 Performance Agreements
10/27
erformance Agreements in the Public Service: Directives and Guidelines
q Timeliness: project milestones, project completion dates, or other deadlines.
q Cost: depending on the nature of the deliverable, cost per unit of output or the
maintenance of costs within budget.
22. The following principles should also be kept in mind when framing performance
targets:
(a) More than one of the above dimensions may be applicable to each key
task, depending on the nature of that task and the data that is available or can
be collected.
(b) Targets should be expressed in concrete terms.
(c) A target should be set at a level attainable by an officer of average
capabilities. It can be set with reference to historical data, comparative
information, or, in the absence of either, according to what appears feasible.
(d) The number of performance targets per key task will vary but should not
generally exceed five.
Finalisation and approval of the performance plan
23. The finalisation of the performance plan should proceed according to the following
steps:
(a) On the basis of the initial list, the Reviewing Officer and the Senior
Manager should agree on a revised set of about six to not more than ten
key tasks focusing on the most critical activities, objectives, or areas of
concern, to make up the performance plan. The Reviewing Officer should
ensure that the standard key tasks drawn up by the Permanent Secretary
(OPM) are incorporated in the revised list as and where applicable.
(b) The Reviewing Officer and the Senior Manager should also agree on theperformance targets applicable to each of the key tasks in the revised list.
(c) While the Senior Managers agreement to the revised performance plan
is desirable, the final word in the event of significant and persisting
disagreement rests with the Reviewing Officer.
(d) The finalised performance plan, drawn up along the lines of the specimen
at Annex II, should be signed by the Senior Manager and the Reviewing
8/8/2019 Performance Agreements
11/27
erformance Agreements in the Public Service: Directives and Guidelines
Officer and incorporated within Appendix A to the Performance Agreement.
Part 2
Reviewing and AssessingPerformance
Introduction
24. The review of a Senior Managers performance should not wait until the end of the
year. Informal monitoring and feedback by the Reviewing Officer should be ongoing
throughout the year. In addition, a formal mid-term review of the Senior Managersperformance should be held. The mid-term review will enable any necessary revisions to
the performance plan to be made, but even more importantly address any issues concerning
the Senior Managers performance.
25. The end-of-year review and assessment should take place in accordance with the
following sequence:
(a) self-assessment by the Senior Manager of his or her own performance;
(b) assessment by the Reviewing Officer;
(c) preliminary rating by the Reviewing Officer on the basis of the Senior
Managers performance;
(d) vetting and definitive rating by the Permanent Secretary of the Ministry
concerned.
Each of these steps is explained in further detail below.
Self-assessment by the Senior Manager
26. The Senior Manager should complete sections 1 and 2 of the Review Report, a
specimen of which appears at Annex III.
27. Under section 1 of the Review Report, the Senior Manager should list key tasks and
8/8/2019 Performance Agreements
12/27
erformance Agreements in the Public Service: Directives and Guidelines
performance targets in the same order as they appear in the performance plan.
28. Under section 2 of the Review Report (on the opposite page) the Senior Manager
should:
q list the results achieved against each performance target (comments such as
"achieved on time", "achieved by ", "partly achieved", or "not achieved" being
sufficient for the purpose if the quantity, quality, timeliness and cost wereappropriately delineated in the performance plan at the beginning of the year);
q mention positive and negative factors affecting the achievement of results (such as
unexpected support, changing requirements, unforeseen difficulties, or a shift in
priorities towards non-plan assignments); and
q list achievements relating to non-plan assignments (including any personal
initiatives).
Assessment by the Reviewing Officer
29. Following completion of the self-assessment, the Senior Manager should meet his or
her Reviewing Officer. The Reviewing Officer should reach agreement with the Senior
Manager on the achievements claimed under section 2 of the Review Report. The meeting
should also help the Reviewing Officer arrive at a fair assessment of the Senior Managers
performance on the basis of paragraph 32(a) below, with reference also to the mid-term
review.
30. In addition, a balanced assessment should include consideration of general
management performance (to the extent that this is not captured in key tasks). General
management activities can usually be derived with reference to the overall objectives as
listed in the Performance Agreement. Typical examples would be those at paragraph 32(b).
31. The assessment may also give consideration to the Senior Managerspotential as well
as his or her actual performance, particularly where there appears to be a divergence.
Potential can be assessed through an evaluation of personal qualities or competencies suchas those at paragraph 32(c). However, the Reviewing Officer should ensure that only
actual performance is taken into account for rating purposes.
32. The full list of assessment criteria thus includes:
(a) Achievements (in relation to the performance plan):
r results achieved as compared to the performance plan;
8/8/2019 Performance Agreements
13/27
erformance Agreements in the Public Service: Directives and Guidelines
r factors judged by the Reviewing Officer to have impeded or
facilitated the fulfilment of targets;
r non-plan assignments, including those undertaken on the Senior
Managers own initiative, provided they are related to Government
priorities.
(b) General management performance (in so far as not already captured in
the performance plan),including:
r leadership (motivation of staff, good utilisation of manpower, and
maintenance of discipline);
r maintenance of expenditure within approved votes, attainment of
revenue targets, or collection of arrears;
r timeliness and quality of other deliverables such as replies to
parliamentary questions or audit queries, memoranda for higher
officers and Ministers, and returns to central agencies
r compliance with administrative directives, policies or regulations.
(c) Personal qualities or competencies (to assess potential),including:
r intellect and sound judgement;
r ability to think strategically and approach problems positively;
r ability to communicate effectively;
r initiative and ability to deliver results;
r empathy with the needs and concerns of the public;
r ability to manage information;r understanding of Government processes;
r commitment.
33. Information about (b) and (c) above may be sought from various sources, including
monthly reports, confidential enquiries or letters to the press. In addition, opinions may
also be sought from public officers in the Ministry and in central agencies, customers, and
other parties affected by or with an interest in the Senior Managers performance.
34. The Reviewing Officers assessment on the basis of these criteria should be
summarised under section 3 of the Review Report. The Reviewing Officer should seek to
arrive at a constructive but frank overall assessment of the Senior Managers performance,
highlighting strengths and weaknesses and suggesting remedial action for the latter,
including training and development where appropriate.
35. If the Senior Manager disagrees with the Reviewing Officers assessment of his or her
performance, and the disagreement cannot be resolved, the Senior Manager may within
8/8/2019 Performance Agreements
14/27
erformance Agreements in the Public Service: Directives and Guidelines
seven days make written representations to the Senior Reviewing Officer. The latters
assessment of the Senior Managers performance shall be final.
Preliminary rating by the Reviewing Officer
36. The Reviewing Officer (or, in the event of disagreement, the Senior Reviewing
Officer) should arrive at a preliminary rating on the basis of his or her assessment as
summarised under section 3 of the Review Report. The rating should relate to actualperformance as assessed through the criteria at paragraph 32(a) and (b) since performance
appraisal is only concerned with results. Diligence or effort on its own, unaccompanied by
tangible achievements, does not merit a performance bonus.
37. The rating should be made according to the following scale (figures in brackets refer to
the applicable performance bonus):
q Unsatisfactory (0%): performance did not meet the expectations associated with a
Category A position. Routine tasks may have been undertaken with reasonable
competence, but a substantial number of performance targets were not met.
q Satisfactory (13%): performance was generally adequate, though performance
targets may not always have been fully met (excluding targets not met for
justifiable reasons). Non-plan assignments and routine general management duties
were mainly, though not necessarily always, performed satisfactorily.
q Commendable (47%): performance was fully satisfactory, reflecting competence
and adeptness. Targets (excluding those not met for justifiable reasons) were met
and sometimes exceeded. Non-plan assignments and routine general management
functions were performed consistently well.
q Superior (812%): significant and tangible breakthroughs, going beyond
expectations, were achieved. The level of performance was beyond that normally
considered competent. Expectations relating to non-plan assignments and general
management performance were exceeded.
q Exceptional (1315%): results were consistently and substantially beyond normal
expectations and have been generally recognised by senior officers as a model of
excellence. Performance of non-plan assignments and routine general management
functions went well beyond expectations.
38. An unsatisfactory rating is a mechanism to identify poor performers and Reviewing
Officers should be fully prepared to use it as such. An officer awarded a nil bonus should
be kept under particular scrutiny during the subsequent performance assessment cycle, and
8/8/2019 Performance Agreements
15/27
erformance Agreements in the Public Service: Directives and Guidelines
continued poor performance may lead to early termination of the officers Performance
Agreement.
39. At this stage the Reviewing Officer should neither complete section 4 of the
Review Report nor discuss the rating with the Senior Manager, pending the approval
of a definitive rating.
Definitive rating by the Permanent Secretary
40. The Reviewing Officer should refer the preliminary rating to the Permanent Secretary
at the Ministry concerned, who should review the ratings of all subordinate Officers in
Category A to ensure consistency of treatment within the Ministry.
41. Unless otherwise directed by the Permanent Secretary (OPM), and subject to
paragraphs 42 and 43 below, each Permanent Secretary should ensure that awards within
his or her Ministry are allocated as follows to officers in each grade of the Category A
structure:
(a) an exceptional rating (1315%) may not be awarded to more than 10% of
the officers eligible for a bonus;
(b) a superior rating (812%) should not be awarded to more than 40% of
eligible officers;
(c) a commendable rating (47%) should be awarded to about 20% ofeligible officers;
(d) a satisfactory rating (13%) should be awarded to about 20% of eligible
officers;
(e) an unsatisfactory rating (nil bonus) should be awarded to about 10% of
eligible officers.
42. The percentage parameters set out at (b) and (c) above may be exceeded if acompensating reduction is made in the number of officers receiving a higher rating. The
parameters at (d) and (e) are indicative and some variation is possible, provided that the
overall distribution within these two rating levels taken together remains substantially
undisturbed.
43. Paragraph 41 does not apply to Ministries with a very small number of officers in a
particular grade on a Performance Agreement. Consultations in respect of such officers
should be held with the Permanent Secretary, OPM.
8/8/2019 Performance Agreements
16/27
erformance Agreements in the Public Service: Directives and Guidelines
44. Once the ratings are finalised by the Permanent Secretary of the Ministry, the
following procedure should apply:
(a) the Reviewing Officer should inform the Senior Manager about his or her
approved rating at a formal interview;
(b) section 4 of the Review Report should be completed and signed by the
Senior Manager, the Reviewing Officer and the Permanent Secretary;
(c) one copy of the Review Report should be retained by the Ministry and
another sent to the Director General (Management and Personnel Office)
under confidential cover;
(d) the Permanent Secretary at the Ministry should request the Director
(Treasury) to effect payment of the approved bonus, copying the request to
the Permanent Secretary (OPM).
45. Payment notices should reach the Director (Treasury) within the timeframe established
by the Permanent Secretary (OPM) at the start of each performance review cycle. Bonus
payments shall be withheld in the case of notices that are submitted late or that do not
respect the parameters set out at paragraph 41 above.
46. All information relating to the performance of individual officers should be
treated as confidential.
Annex I
Role Delineation Statements
The texts reproduced below appear in Appendix A to the Performance Agreements ofPermanent Secretaries and Directors General/Directors respectively.
The Permanent Secretary: A Role Delineation
The Permanent Secretary is accountable to the Prime Minister for the role delineated for
his or her position. He or she has the responsibility to support the general policies and
priorities of the Government and to operate within the context of the management practices
8/8/2019 Performance Agreements
17/27
erformance Agreements in the Public Service: Directives and Guidelines
and procedures established for the Government as a whole.
The following is a listing of the generic duties of a Permanent Secretary:
(1) to provide support and advice to the Minister, among other things by:
r anticipating issues in the House of Representatives or the media
r managing current issues and problems, keeping the Minister fully
informed
r providing advice
r generating ideas to support the Ministers agenda
r encouraging a climate in which the Minister and Ministry staff can
work effectively together;
(2) to ensure the implementation of:
r major projects
r policy formulation and direction
r sectoral strategic and business plan development
r amending and drafting legislation;
(3) to provide leadership, among other things by:
r managing and motivating Directors General and Directors through
delegation and progress reportingr establishing effective collective leadership through the Ministry
Management Committee
r ensuring that Directors General/Directors establish effective
collective leadership through Departmental Management Committees
r instilling within the Ministry a receptiveness and enthusiasm for
reform initiatives
r looking for leaders with the ability to build teams, make decisions,
deliver results and communicate effectively;
(4) to manage financial resources effectively, among other things by:
r coordinating the production of Estimates from Departments,
parastatal and other associated bodies and the establishment of
priorities among conflicting claims on resources
r ensuring compliance with Ministry of Finance/Treasury requirements
and policies
r appreciating the need for cost-consciousness and promote re-
8/8/2019 Performance Agreements
18/27
erformance Agreements in the Public Service: Directives and Guidelines
examination of policies
r identifying major programmes where review is necessary
r keeping working methods under review and being ready to consider
new ways to secure value for money;
(5) to manage human resources effectively, among other things by:
r ensuring compliance with MPO/SDO requirements and policies, PSCregulations and agreements with the unions
r establishing a climate in which staff are involved, understand goals
and feel recognised and rewarded
r motivating all staff to find new ways of doing things
r promoting staff development to meet new challenges and provide
future leaders
r discussing appointments in Category A with the Permanent Secretary
(OPM) and staff movements in other categories with Management
and Personnel Officer carrying out performance appraisal of Directors General/Directors;
(6) to manage the handling of communications with the public, among other
things by:
r working closely with constituted bodies and others to promote
solidarity, exploring ideas and explaining decisions
r working to develop effective and sensitive communications with the
public throughout the Ministry and in parastatal organisationsr promoting initiatives to improve customer service;
(7) to contribute to the collective management of Government, among other
things by:
r ensuring that due account is taken of the interests and views of other
parts of Government
r contributing to discussions on major Government policies
r providing long-term, strategic direction
r participating in meetings of Permanent Secretaries convened by the
Permanent Secretary, OPM
(8) in consultation with Directors General/Directors, where appropriate, to:
r determine departmental role delineations
r arrange for organisational restructuring
8/8/2019 Performance Agreements
19/27
erformance Agreements in the Public Service: Directives and Guidelines
r coordinate complement allocation
r ensure proper training and development
r ensure establishment of effective management information systems
r authorise capital acquisition within delegated authority
r establish effective linkages within the Ministry and with other
Ministries
r arrange for effective operations audits.
Directors General and Directors: a Role Delineation
In accordance with the Prime Ministers letter-circular of 5 February 1991 on the
delineation of roles, a Director General or Director is:
q responsible to the Permanent Secretary for:
r programme development, management and results
r customer services
r the development and implementation of organisational structures
r the development of operational and business plans
r policy proposals
r financial expenditures/revenue
r staff management: appointments within delegated authority
performance appraisals
discipline
r capital acquisitions within delegated authority
r optimisation of operationsr inter/intra-departmental linkages
r formulation of operating procedures/guidelines
r job descriptions (initial compilation and maintenance of currency);
q a member of the Ministry Management Committee;
q a member of other boards and committees as deemed appropriate;
q chairperson of the Departmental Management Committee.
Annex II
Specimen Key Tasks and
8/8/2019 Performance Agreements
20/27
erformance Agreements in the Public Service: Directives and Guidelines
Performance Targets
See paragraphs 1622 of this Handbook. These key tasks and performance targets relate to
most of the standard headings set out in OPM Circular 1/2001 and are based on the sample
key tasks therein. However, they are only examples and a Senior Manager should draw up
his or her own key tasks and targets in accordance with the directives in force at the time.
GENERAL MANAGEMENT AND CORPORATE RESPONSIBILITIES
Key tasks Related performance targets
Lead and motivate staff and fulfil
corporate responsibilities
q Set clear targets and expectations for subordinates
(ongoing)
q Provide staff with opportunities for training in lin
with Departmental needs (ongoing)
q Deal rigorously and discerningly with staff
progressions and confirmation of appointments
(ongoing)
q Apply disciplinary measures as necessary with
fairness yet rigour, and impose penalties
appropriate to the seriousness of the offence
(ongoing)
q Manage staff and financial resources in accordanc
with the law and Government policies (ongoing)
q Provide timely and effective response to any
queries by the National Audit Office or the
Ombudsman.
Provide advice and support to the
Permanent Secretary and the Minister
on matters within the Departments
competence
q Draw up documents that provide relevant
information concisely and accurately
q Provide timely, accurate and comprehensive
briefings as necessaryq Make recommendations as and when requested
that are creative, systematically thought through,
practical and well attuned to administrative and
political realities
q Prepare immediate replies to Parliamentary
Questions (ongoing).
8/8/2019 Performance Agreements
21/27
erformance Agreements in the Public Service: Directives and Guidelines
Undertake and implement operations
review of the Department
q Commission and brief consultants and ensure that
report is delivered by 31 March
q Draw up implementation strategy with full staff
participation by 31 May
q Draw up staff training programme by 30 June
q Implementation of operations review to be
complete by 31 December.
EFFICIENCY GAINS
Key tasks Related performance targets
Bring about demonstrable efficiency
gains leading to identifiable cost
savings
q Begin spot checks to curtail unauthorised absence
by staff from the office by 31 January
q Implement measures to stabilise or reduce staffsick leave by 31 March
q Realise recurrent cost savings in the appropriate
cost centre of 10% per month as from July 2001
following introduction of the computerised
applications logging system
q Release two staff from the Department,
maintaining output and service quality at current
levels, by 31 December following implementation
of operations reviewq Reduce overall non-programme recurrent
expenditure requirements by 5% by 31 December
Reduce fraud in applications q Present proposals to Permanent Secretary on
establishment of applications auditing system by
30 April
q Commission first audits by 30 September
q Institute court action against 25 most serious caseby 31 December.
SERVICE QUALITY IMPROVEMENT
Key tasks Related performance targets
8/8/2019 Performance Agreements
22/27
erformance Agreements in the Public Service: Directives and Guidelines
Maintain or improve service quality
commitments under the Departments
Quality Service Charter
q Keep turnaround time for postal applications to a
maximum of three working days for 95 per cent o
applications (ongoing)
q Promptly investigate and provide rapid redress as
appropriate to any public complaints about the
Departments services, whether made to the
Department or in the media (ongoing)
q Introduce computerised applications logging
system by 30 June
q Set up departmental website including
downloadable application forms by 30 June
q Reduce average waiting time to 10 minutes outsid
peak periods and 15 minutes during peak periods
by 31 December.
MINISTRY-SPECIFIC INITIATIVES
Key tasks Related performance targets
Update legislation governing the
Departments operations
q Undertake review of relevant developments locall
and abroad and present options to Permanent
Secretary by 30 June
q Prepare draft of legislative amendments by 30
Septemberq Finalise amendments prior to clearance by the
Attorney Generals Office by 15 October.
Annex III
Specimen Performance ReviewReport
This Annex is intended to serve both as a template for the review of the performance of
Senior Managers and as a specimen to suggest what a completed report would look like.
The specimen key tasks and performance targets used here by way of example are those
appearing in Annex II.
8/8/2019 Performance Agreements
23/27
erformance Agreements in the Public Service: Directives and Guidelines
Sections 1 and 2 of this performance review report are on alternating pages that correspond
with each other, facilitating direct comparison of performance targets and results. Other
approaches may also be used, for instance merging both sections and putting a statement of
results directly after each target.
Name of Senior Manager:
................................................................
Position:
................................................................
Ministry/Department:
................................................................
Name of Reviewing Officer:
................................................................
Position: ................................................................
Section 1: Basis of Review
Key tasks and performance targets as per Appendix A of
he Performance Agreement.
Section 2: Self-Assessment
Results achieved against each performance target and
relation to non-plan assignments; and factors impedingfacilitating the achievement of results.
Lead and motivate staff and fulfil corporateesponsibilities:
Lead and motivate staff and fulfil corporateresponsibilities:
8/8/2019 Performance Agreements
24/27
erformance Agreements in the Public Service: Directives and Guidelines
Set clear targets and expectations for subordinatesongoing)
Achieved: targets set through performanceagreements, PMP and mid-term reviews held for direct subordinates.
Provide staff with opportunities for training in linewith Departmental needs (ongoing)
Achieved. 10 staff have been trained in variousareas relating to departmental policy andadministration, IT skills etc.
Deal rigorously and discerningly with staffprogressions and confirmation of appointmentsongoing)
Achieved. Meetings were held with all staff up forprogression/confirmation of appointments. Twoprogressions out of 17 have been withheld.
Apply disciplinary measures as necessary withairness yet rigour, and impose penalties appropriateo the seriousness of the offence (ongoing)
One serious and two minor cases occurred, allresulting in appropriate penalties.
Manage staff and financial resources in accordancewith the law and Government policies (ongoing)
Applicable legislation and policies have beenobserved at all times.
Provide timely and effective response to any queriesby the National Audit Office or the Ombudsman.
No queries concerning the Department were madby NAO or the Ombudsman.
Provide advice and support to the PermanentSecretary and the Minister on matters within theDepartments competence:
Provide advice and support to the PermanentSecretary and the Minister on matters within tDepartments competence:
Draw up documents that provide relevant informationoncisely and accurately
Provide timely, accurate and comprehensivebriefings as necessary
Make recommendations as and when requested thatare creative, systematically thought through,practical and well attuned to administrative andpolitical realities
A number of policy documents were preparedconcerning issues pertaining to the Department.
Some of these documents dealt with complexmatters and involved considerable thought andresearch. A number of face-to-face presentationsand meetings were also held. It is understood thathese policy inputs have been found satisfactory.Several recommendations have been acted upon[here one may list examples].
Prepare immediate replies to Parliamentary
Questions (ongoing).
Partly achieved. Seven PQs dealt with the
Department. Replies were drawn up within one dain 5 cases and within 3 days in the remaining two
Undertake and implement operations review ofhe Department:
Undertake and implement operations review othe Department:
Commission and brief consultants and ensure thateport is delivered by 31 March
Achieved by end of April on account of revisionsbeing needed. This unexpected delay had an impon subsequent stages, though eventually the timelag was partially recovered.
8/8/2019 Performance Agreements
25/27
erformance Agreements in the Public Service: Directives and Guidelines
Draw up implementation strategy with full staffparticipation by 31 May
Achieved by end of June.
Draw up staff training programme by 30 June Achieved by end of July.
mplementation of operations review to be completeby 31 December.
Achieved with two-week delay.
Bring about demonstrable efficiency gainseading to identifiable cost savings:
Bring about demonstrable efficiency gainsleading to identifiable cost savings:
Begin spot checks to curtail unauthorised absencesby staff from the office by 31 January
Achieved. Spot checks on attendance begun inJanuary and repeated subsequently at one- to twweek intervals. Unauthorised absences havedeclined virtually to nil.
mplement measures to stabilise or reduce staff sickeave by 31 March
Achieved. Departmental doctor has visited 50% ostaff reporting sick since beginning April. Rising
trend of sick leave has stabilised over the year ascompared to the previous year.
Realise recurrent cost savings in the appropriateost centre of 10% per month as from July 2001ollowing introduction of the computerisedapplications logging system
Partly achieved. Monthly recurrent costs in the cocentre in question have declined by 8 per cent.
Release two staff from the Department, maintainingutput and service quality at current levels, by 31
December following implementation of operations
eview
Achieved. Both staff were retained to cover forresignations, but the Department now has two fewpositions in its complement.
Reduce overall non-programme recurrentxpenditure requirements by 5% by 31 December.
Partly achieved. Recurrent expenditure is expecteto decline by 4.5 per cent in the new financial yea
Reduce fraud in applications: Reduce fraud in applications:
Present proposals to Permanent Secretary onstablishment of applications auditing system by 30
April
Achieved.
Commission first audits by 30 September Achieved.
nstitute court action against 25 most serious casesby 31 December.
Partly achieved. 18 court cases are currently undway. Discussions are proceeding on theengagement of legal services by the Ministry in oto make more rapid progress.
8/8/2019 Performance Agreements
26/27
erformance Agreements in the Public Service: Directives and Guidelines
Maintain or improve service qualitycommitments under the Departments QualityService Charter:
Maintain or improve service qualitycommitments under the Departments QualityService Charter:
Keep turnaround time for postal applications to amaximum of three working days for 95 per cent ofapplications (ongoing)
Partly achieved. The target has been met for anestimated 92 per cent of applications.
Promptly investigate and provide rapid redress asappropriate to any public complaints about theDepartments services, whether made to theDepartment or in the media (ongoing)
Two complaints were made in the press, and repwere issued within a week in both cases. Redresshas been provided in one case.
ntroduce computerised applications logging systemby 30 June
Achieved with four-week delay owing to persistensoftware bugs.
Set up departmental website including downloadableapplication forms by 30 June
Achieved. Around 10% of new applications arecurrently being made on downloaded forms.
Reduce average waiting time to 10 minutes outsidepeak periods and 15 minutes during peak periods by1 December.
Partly achieved. Non-peak waiting time average iminutes while peak time is 17 minutes.
Update legislation governing the Departmentsoperations:
Update legislation governing the Departmentsoperations:
Undertake review of relevant developments locallyand abroad and present options to PermanentSecretary by 30 June
Achieved by end of September.
Prepare draft of legislative amendments by 30September
Partly achieved. First draft of legislative amendmeis currently with the Minister.
Finalise amendments prior to clearance by theAttorney Generals Office by 15 October.
Not achieved. This project is being held in abeyanas Cabinet has decided to give priority to otherlegislation at the present time.
Section 3: Assessment by the Reviewing Officer
Overall assessment of: (a) achievements and factors listed under section 2; (b) general management
performance (routine duties not captured in the performance plan); and, where considered relevant, (c) the
Senior Managers personal qualities or competencies.
This officer has compiled a very creditable record of achievements against targets over the pastyear. He has met (and in some cases exceeded) most of his targets. Where targets have notbeen met, the shortfall has been relatively minor and often the result of factors beyond theofficers control. These results have been obtained notwithstanding a high ongoing volume ofroutine work requiring constant intervention on his part.
8/8/2019 Performance Agreements
27/27
erformance Agreements in the Public Service: Directives and Guidelines
Since his appointment, this officer has exerted a firm grasp on his Department. He has tightenedup discipline considerably, yet he appears to have maintained good relationships with his staffand morale within the Department appears to be good. The Departments performance is verygood and has continued to improve tangibly over the past year.
The officers knowledge of departmental policy and legislation is comprehensive and verysound, and he has demonstrated an ability to keep track of wider developments and relate themto departmental affairs. He has quickly established himself as the main point of reference onsuch matters within the Ministry.
This officers commitment, competence and indeed enthusiasm are unquestioned. He ispotentially a very good candidate for higher-level positions.
Section 4: Overall Performance Rating/Bonus
Overall rating, with reference only to actual performance under (a) and (b) in section 3 above. To be
completed following approval of rating by the Permanent Secretary of the Senior Managers Ministry.
Rating is Superior with a bonus of 10 per cent.
Signed:______________ ______________ ______________
Senior Manager
Reviewing Officer
Permanent
Secretary
Date:______________