0. Building Partnerships with stakeholders: The role of Information Education and Communication

Integrating Performance management at institutional and individual levels.
This perspective suggests the need for an integrated performance process that will encourage
open, ongoing communication between the manager and the employee. It should be viewed as a
flexible process which involves managers and their staff as partners, but within a framework
which sets out how they can best work together
2. Objectives of Performance Management System
A good Performance Management System should aim among other things to:
 Provide a planning and change management framework that is linked to the national
development planning and budgeting process to ensure that the people get maximum
benefit out of the national resource use.
 Enhance the capacity of the public service to deliver its services more efficiently and
effectively, pitch itself at the desired level of socio-economic governance and be able to
compete at the global level.
 Improve the capacity of the public servants in terms of skills, competence and adequacy.
 Focus the efforts of the Public Service on the facilitation of the achievement of the
National Vision.
3. Characteristics of Performance Management System
A good PMS framework should have:
 The vision and developmental objectives of the nation should guide and inform sector
and institutional development plans while leaving space for each institution to act
 The institutional development plans should be broken into manageable/measurable
activities cascaded down the organization up to the individual employee level.
 Mechanisms for ensuring accountability for results at institutional, teams and individual
level should be a built in feature of the PMS framework.
 Tools and mechanisms for monitoring and measuring performance results should be