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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 and PAs/PDPs 5. Draft SMART commitments 6. Draft CREAM measures
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(Chair-HE)
PIC Force (Chair-PSP)
STWG
MPIC
(Chair-PS)
(PBRS) (PIU)
MAF!!!
(M&E) (DEPRS)
Data Warehouse!!!
SECTOR
LEVEL 2
MINISTRY
LEVEL 3
DEPARTMENT
Personnel
Personnel
BUDGET COMPOSITION
DEVELOPMENT BUDGET
OPERATING BUDGET =
= 30%
70%
60-70%
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?
Enforce organizational coherence and alignment to outcomes? Require and use performance information?
CitizenFocused Service
Human Capital
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 Public Service/teachers? Establish a comprehensive and comprehensible system of internal controls? Consider the citizens perspective first? Manage accountabilities systematically?
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Account ability
Public Service /MoESD Values 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)
Citizen-Focused Service
Policies and Programs are developed outside in, and partnerships are encouraged and effectively managed
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
Stewardship
The MoESD control structure (assets, money, people, services, etc) and underlying principle clear to all staff
Accountability
Accountabilities for results are assigned and consistent with resources, and delegations are appropriate to capabilities
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MOESD priorities
REVIEW FORMAT
SWOT
APP
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Results
WHATSurpasses
Expectations
Average amount of Performance Pay Less or no Performance Pay
Below Expectations HOW is assessed as an integral element of BOTH Ongoing and Key Commitments Below Expectations
HOW
Surpasses Expectations
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HOW
of the Performance
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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 Management Financial Management
Competencies should be used for year-over-year performance reviews This approach encourages self-assessment and self learning as well as the identification of corporate needs
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Engagement
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WHAT
of the Performance
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Ministry BSC
Prosperity for All
PS (Performance
Agreement)
Job Effectiveness descriptions provide much of the information for Ongoing Commitments
Accountabilities are assigned through all Depts, Divs and policy and program areas
Director (s) (incl. Regions) Performance Agreement (s) School Head Performance Agreement (s)
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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 and the PSs priorities, cascading from deputy level to Directors/School Head and horizontally integrated Quality of feedback on results achieved and opportunities and support provided to improve performance Equitable, consistent and transparent assessment of performance DPS/Director/School Head understanding of the process and confidence that the PMP supports them Linkages to Key Leadership Competencies, training and development, talent management, HR Planning
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Public Service /MoESD Values 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)
Citizen-Focused Service
Policies and Programs are developed outside in, and partnerships are encouraged and effectively managed
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
Stewardship
The MoESD control structure (assets, money, people, services, etc) and underlying principle clear to all staff
Accountability
Accountabilities for results are assigned and consistent with resources, and delegations are appropriate to capabilities
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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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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
Activity 2 1. List the uses of a PA/PDP. 2. What tool do you use to come up with commitments/objectives? 3. Discuss your PAs/ PDPs commitments/objectives and their relevance to your deliverables. 4. Discuss Your PA/PDPs commitments/objectives and how they helped to move your institution forward. 5. Present your work.
PA/PDP is used to Monitor performance Guide performance Give leadership Align with others
USES
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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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Terminology and basic concepts: When and how PAs are developed matters
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 of commitments Supports horizontal planning
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COMMITMENT
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MOESD priorities
REVIEW FORMAT
SWOT
APP
COMMITMENT
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Selecting commitments
MAF components Description The school
/ How Teaching and Non- School values / principles Published based on Teaching Staff conduct the Public Service Chapter themselves (on a day to day ( Timeliness,Respect,Botho,Integrity) basis) in their dealings with (might reflect in the school motto) the public and amongst Theory of axiology/society of unified culture themselves as defined by (Spiritual Values) public expectations Professionalism
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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Learning, innovation Teaching and Non Teaching and change Staff are up to the task management through continuous learning. They are creative and take advantage of change opportunities.
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 align with 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 the government of The Republic of Botswana.
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Good Practice
Commitments developed independently can result in disconnected efforts, and those developed by cut-andpaste 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 effective PMA Planning process.
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ST ST Goal
DSH
HoD
HoD
HoD
HoD
B S G c X X
c s s 1 2 X X
s s s s s s 1 2 3 1 2 3 X X X X X X X
TASK
X X X X X X X X X
TASK
X X X X X X X X X X X X X X X X X X X X X X X X
TASK
X
INT 2
TASK
X X X
X X X X X X X X X
TASK
X X X X X X X X
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TASK
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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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Examples of commitments
Commitment: A robust succession plan to address projected teacher shortages (due to study leaves) is developed and implemented by Sept 30, 2013 Commitment: Establish a special education committee to support SEN learners by October 31, 2013
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SMART COMMITMENTS
Specific Provides clear direction on what actions must be taken, easy to understand. Measurable Quantifiable and verifiable through measurement. Attainable Realistic given organizational capabilities. Results Oriented Focused on an outcome, not the method by which you get there. Time Bound Set around some time frame that is reasonable
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for the individual, a clear record of his or her own commitments for the organizational leadership, a common point of discussion for the individual and his or her superior and a verifiable record of an agreement between the two for the organization as a whole, a statement of all the commitments of its executives and therefore a verifiable set of executive accountabilities.
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Specificity
Definiteness of the commitment
Simplicity
A commitment to one thing
Attainability
Within sphere of influence and control
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Specificity
Specificity = definiteness of the commitment A specific commitment is clear and easy to understand, free from jargon 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
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Specificity
By contrast, the following examples lack the same degree of specificity:
Human resources excellence
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 missing information;
Another example:
Encourage team building by obtaining employee input and participation in business planning and reporting by XXX.
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Specificity
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, even if 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.
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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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Human resources excellence is too big for any one person. A DPS (cs) of HR can be held to account for implementing a new development program to build leadership excellence, and an Senior Manager can be accountable for articulating a framework to advance a values-based approach to managing people. But neither can be held to account for excellence in the management of human resources. Why?
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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.
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 solely within their sphere of influence and control. As a result, this commitment is not attainable.
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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 Performance Agreement (PA) Template is a tool to help executives establish PAs
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Ministry /Department/Institution Between: and: Signature: Date: Performance Agreement (year year) Reviews of this agreement were conducted on the following dates: Mid-term:
Regional Priorities
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 ongoing 1 key commitment Commitments should be SMART and At the level of a School Head
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Performance measures
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Importance of measures
Give employees direction in what needs to be accomplished by providing more detail on how the commitment 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 strategy adjustments Used to challenge assumptions made in the development of the strategy to ensure the strategy is on course and valid
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Performance Measures
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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Low level Measures activities, processes & outputs necessary many No. standardised tests
Compliance to service standards
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Improve quality of Teaching and learning to increase employability of learners Improve quality of teaching to increase transition rate
commitment
Measures
Employment index
School Head
Transition rate
Senior Teacher 1
Identifying measures
Value trees or 3 step method
1. What we want 2. What we need to do
Resource procurement Develop innovative teaching methods to improve learning by XXXX
3. How we measure
Capacitate teachers
Enhance supervision
Transition rate
COMMITMENT
MEASURES
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Performance Measures
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