"Set targets for ourselves that create impact or meaningful changes in the lives of citizens", Dr. Ernest S. A. Surrur
"As Civil Servants we should want a performance management system that goes beyond mere tables and contracts , to one that promotes a good relationship with bosses, supervisors, and colleagues ; meaningful work ; cooperation from co-workers; trust in the workplace ; opportunities for growth and advancement ; and a clear understanding of work objectives. Set targets for ourselves that create impact , or meaningful changes in lives of citizens", says The Secretary to the Cabinet and Head of the Civil Service, Dr. Ernest Sahid Alie Surrur , at the Performance Management Policy Framework Workshop held at the Civil Service Training College , Tower Hill , Freetown , on Wednesday 18th. November, 2015.
During the last 50 years numerous management ideologies, approaches and tools have emerged and practiced to ensure efficiency , to improve effectiveness , and to safeguard business competitiveness, e.g. Management by Objectives, Management by Exception, Management by Walking, Result Based Management and Management by Values.
Some of those private management tools have been adopted in public management arena since 1980 s under the public sector modernization and reform umbrella, in order to improve, and enhance efficiency and effectiveness of public administration entities, inter alia through focus on result and accountability.
" In trying to get the best performance management system I want us to keep in mind five core principles: Communication, Accountability , Skill, Alignment and Clear Measurement. We must ensure that our guiding policy is well understood by all -client, the beneficiaries, the general public. We must ensure that it clearly identifies the roles and accountabilities for all key stakeholders. Both the appraisers and appraises must be well trained on using the tools. It must be supported by good systems especially data management systems-for example the staff lists needed to get the full list of target personnel for each MDA was big challenge in the past year. We ourselves must know what we want from the system -at this initial period we have, to a large extent, been focusing on measuring compliance, that is, getting officers to sign performance contracts, getting supervisors to conduct quarterly evaluations of their staff, but we must move beyond that now to really driving down to measuring and supporting results", Dr. Surrur said in his keynote address.
The Secretary to the Cabinet and Head of the Civil Service is responsible for: Monitoring and reporting performance of civil servants in grade 11 and above including Permanent Secretaries and Professional Heads; Devising required measures for possible underperformance of Permanent Secretaries and Professional Heads including officers in grade 11 and above; Submit situation report of performance of officers in grade 11 and above including Permanent Secretaries and Professional Heads for the attention of the President.
By: Musa Conteh, Information Officer, Cabinet Secretariat.