THE PRESIDENCY

OFFICE OF THE HEAD OF THE CIVIL SERVICE

OF THE FEDERATION

POLICY ON
PERFORMANCE MANAGEMENT
SYSTEM
for

FEDERAL PUBLIC SERVICE

2022
 THE PRESIDENCY
OFFICE OF THE HEAD OF THE CIVIL SERVICE
OF THE FEDERATION

POLICY ON
PERFORMANCE MANAGEMENT
SYSTEM
for

FEDERAL PUBLIC SERVICE

2022
Policy on Performance Management System for Federal Public Service

DOCUMENT PROPERTIES
Authorization:
The Policy on Performance Management System for Federal Public Service of Nigeria is
approved by the Head of the Civil Service of the Federation.

Document Reference:
Document Name Version Effective Date
Policy on Performance Management System One (1) 2022
for Federal Public Service of Nigeria

Linkages:
The Policy on Performance Management System in Federal Public Service shall operate
with due consideration to the following documents:
i. National Development Plan;
ii. Medium-Term Expenditure Framework;
iii. Medium Term Sector Strategy;
iv. Federal Public Sectors Strategic Plans;
v. MDAs Strategic Plans;
vi. Annual Appropriation Act;
vii. Public Service Rules; and
viii. All other Guidelines and Procedures for HRM.

Circulation:
This document shall be circulated Service-wide for implementation and compliance.

Preamble
This policy document provides information on the underlying principles guiding
Performance Management System and strategies for its implementation in the Federal
Public Service of Nigeria.

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Policy on Performance Management System for Federal Public Service

TABLE OF CONTENTS

Document Properties....................................................................................................ii
Preface............................................................................................................................v
Abbreviations...............................................................................................................vii
1.0 INTRODUCTION...................................................................................................1
2.0 RATIONALE FOR A NEW PMS............................................................................5
3.0 POLICY GOAL AND OBJECTIVES.......................................................................6
4.0 GUIDING PRINCIPLES.........................................................................................6
5.0 SCOPE OF THE POLICY.......................................................................................7
6.0 POLICY FOCUS AREAS........................................................................................7
6.1 Whole of Government Approach to Performance Management..........7
6.2 Alignment of Key Policy Instruments......................................................8
6.3 Commitment for Results...........................................................................9
6.4 Performance Incentives System..............................................................11
6.5 Capacity Building for PMS Implementation...........................................11
6.6 Citizens Engagement in GPMS ...............................................................12
6.7 Automation of PMS.................................................................................12
6.8 Knowledge Management........................................................................13
6.9 Linkages of PMS to other Key HR Processes.........................................14
7.0 INSTITUTIONAL FRAMEWORK: ROLES & RESPONSIBILITIES......................15
8.0 POLICY MONITORING AND EVALUATION....................................................17
9.0 COMPLIANCE......................................................................................................17
10.0 CHANGE MANAGEMENT AND COMMUNICATION STRATEGY......17
11.0 POLICY REVIEW AND APPROVAL....................................................................17

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PREFACE

The Office of the Head of the Civil Service of the Federation (OHCSF) developed
the Federal Civil Service Strategy and Implementation Plan 2017-2020 (FCSSIP20),
and its successor plan, the Federal Civil Service Strategy and Implementation Plan
2021-2025 (FCSSIP25), as part of its efforts to reinvigorate the Service. The plans
articulated prioritized interventions that could drive high impact within the Service
in the short-term and outlined supporting strategies for managing the associated
changes.
One of the prioritized interventions is institutionalisation of a modern Performance
Management System (PMS) as a tool for appraising employees' performance in the
Federal Public Service. This became imperative in order to address the
shortcomings associated with the Annual Performance Evaluation Report (APER) -
the performance appraisal tool hitherto used in the Public Service. The modern
PMS provides a systematic process of planning work, setting targets, providing on-
going support to employees and measuring expectations. It also provides the
framework for continuous tracking of employees' performance, for developing and
improving their capacities to perform on their jobs and for motivating them for
increased productivity.
The Policy on Performance Management System for Federal Public Service
provides the building blocks required to ensure effective and efficient
implementation of the PMS. In developing the Policy therefore, inputs were
received from critical stakeholders within government, the private sector as well as
development partners. This is to ensure institutionalisation of PMS in a most
effective manner across the MDAs.
It is expected that implementation of the Performance Management System will
facilitate the development of an accountability-driven, result-oriented, high-
performance and meritocratic culture in the Federal Public Service. This will be
facilitated by a PMS framework which links National Development Plans and
government prioritized objectives with MDAs' Strategic Plans and employees' job
objectives. The new PMS will also entrench fairness and transparency in employee
performance management.

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Employees' performance appraisal derived from the new PMS, shall form the basis
for a number of human resource decisions by relevant Federal MDAs.
I urge all Federal Public Servants to acquaint themselves with the provisions of this
Policy and ensure compliance.

Dr. Folasade Yemi-Esan, CFR

Head of the Civil Service of the Federation

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ABBREVIATIONS

Acronyms Meaning
APER Annual Performance Evaluation Report
CEO Chief Executive Officer

EPMS Employee Performance Management System

FEC Federal Executive Council

FCSSIP25 Federal Civil Service Strategy and Implementation Plan 2021-2025

GPMS Government Performance Management System

HRM Human Resource Management

KPMG Kynveld Peat Marwick Goerdeler

KPIs Key Performance Indicators

KRAs Key Result Areas

MDAs Ministries, Extra-Ministerial Departments and Agencies

MPMS Ministries, Extra-Ministerial Departments and Agencies Performance

Management System
MTSS Medium-Term Sector Strategy

FMFB&NP Federal Ministry of Finance, Budget and National Planning

OHCSF Office of the Head of the Civil Service of the Federation

OKRs Objectives and Key Result Areas

OSGF Office of the Secretary to the Government of the Federation

PM Performance Management

PMD Performance Management Department

PMS Performance Management System

SERVICOM Service Compact with All Nigerians

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1.0 INTRODUCTION
1.1 Background
The Public Service is a fundamental institution of government that
provides the solid foundation upon which societal yearnings, aspirations,
dreams and vision are realized. It is central to the achievement of national
development goals and objectives due to its role in policy articulation and
implementation. The Federal Public Service evolved from the Colonial
Service established by the British administration and which has
metamorphosed to the present Federal Government institutions,
generally referred to as Ministries, Extra-Ministerial Departments and
Agencies (MDAs).
1.2 Overtime, the traditional bureaucracy inherited from the colonial
administration fell short of expectation. The conduct of the Service was
therefore perceived as un-professional, non-productive, inefficient and
ineffective, resulting in breach of promises made to the citizens.
Consequent upon this perception, successive Administrations since
independence have tried many approaches to institute a form of
accountability in government and improve performance. The key objective
of these reform initiatives was to improve the machinery of Government by
transforming the Service into an efficient and effective tool for the
implementation of Government policies and programmes. Despite the
various reform initiatives, the performance and service delivery by public
servants fall short of expectations of many s takehold ers. The
unsatisfactory levels of performance, both at institutional and individual
levels, have been attributed to the dearth of a comprehensive performance
management system in the Federal Public Service, leading to the
introduction of a number of initiatives aimed at introducing a system of
tracking government performance.
1.3 The Udoji Commission in 1974, diagnosed the central problem of the public
service as that of its inability to respond to developmental challenges of
Nigeria. It proposed the introduction of a new style and result-oriented
management of the Service, using the following tools:

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i. Management by Objectives;
ii. Programme and Performance Budgeting; and
iii. Project Management.
1.4 In order to reposition the Service for efficient and effective service delivery
and to address the challenges of a development-oriented society,
Government adopted the Udoji Committee's recommendation on Open
Reporting Sys tem and Management by Objective in evaluating
performance in the Public Service to replace the Confidential Reporting
System inherited from the colonial administration.
1.5 The adoption of this key recommendation led to the introduction of the
Annual Performance Evaluation Report (APER) System in the Public
Service. While the objectives of the APER system were noble, the
framework put in place for its implementation was defective. This denied
Nigeria the benefits derivable from a productive and performance/output-
driven framework within which most public services in the world operate.
1.6 Following years of using Annual Performance Evaluation Report (APER)
System, the consensus of critical stakeholders in public sector
management is that APER is unreliable as an appraisal instrument in the
Federal Public Service. In 2011, the Office of the Head of the Civil Service of
the Federation commissioned KPMG to review the subsisting Performance
Management System and propose an alternative system for adoption in
the Service. The KPMG Report revealed the following inherent weaknesses
in the APER System:
i. Alignment with Strategic Objectives: non-integration of national
medium and long-term plans as a basis for setting employees
performance targets and monitoring performance outcomes result in
multiplicity of planning initiatives and the inconsistencies between the
strategic plans and budgets of the MDAs and a plethora of unrelated
initiatives for which funding is either inadequate or non-existent and
which remain unexecuted.
ii. Monitoring and Reporting: There are no formal mechanisms or
processes for the measurement of progress towards the achievement
of organizational targets and the rewarding/sanctioning of the
achievement/non-achievement of goals and or the Medium-Term

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Sector Strategy (MTSS) targets. This led to the permeation of a culture

of indifference towards performance outcomes across the Service,
which has severely impacted its ability to provide efficient and
effective service delivery to its stakeholders.
iii. Performance Appraisal Tools and Aids: The performance appraisal
process is largely ineffective as APER Forms are completed in arrears
and only during promotion periods. APER Form does not provide an
objective means of measuring individual performance. As a result, staff
are often awarded questionable ratings on performance appraisals.
Also, there is no stipulation on the staff authorized to conduct
performance appraisals and officers can be evaluated by any senior
staff including those who do not have direct supervisory role over
them.
iv. Linkage with Key Human Resource Management Elements:
Performance results form only twenty percent (20%) of the basis of
evaluation for promotion of public servants. Other criteria are the
results of the Promotion Examination/Interview (70%) and Seniority
(10%). As a result, an officer may be promoted to the next grade level if
he/she has spent a minimum of two to four years on a grade level
(d epending on Grad e Level), has passed the promotion
examination/interview but does not have good performance results.
Also, performance results are not linked to other human resource
management elements such as rewards and recognition, discipline,
succession planning and learning and development.
v. Competency Standards: There are n o clearly d efined and
communicated competency standards and expectations across the
Service. The APER Form adopts a one-size-fits-all performance
standard for all cadres of staff regardless of profession and job
description.
vi. Governance and Administration: there is no holistic guideline for
performance management detailing how organizational performance
should be planned and measured; how performance results should be
rated and interpreted; and what feedback mechanism should be
utilized in communicating and managing performance outcomes
across the Service.

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1.7 Aside from the Report of the review of the subsisting PMS, KPMG also
produced a competency catalogue for MDAs and Guidelines for
implementation of a new Performance Management System in the Public
Service. Unfortunately, implementation of the new PMS has been delayed
by over ten years.
1.8 The Obasanjo Administration in 2003 introduced SERVICOM which is
'Service Compact with all Nigerians' with the overall goal of building a
social contract with citizens by strengthening the accountability and
responsiveness of government to the legitimate demands of the citizens.
The primary aim of SERVICOM is to refocus government efforts on service
delivery through effective implementation of 'Service Charters' in all
MDAs.
1.9 In 2010, the Jonathan Administration introduced Performance Contracting
in the Federal Public Service as a mechanism for service delivery through
the creation of the National Monitoring and Evaluation Department in
National Planning Commission, as part of the implementation strategy for
the Nigeria's Vision 20:2020. This was the first formal effort at
institutionalizing Government Performance Management System. Under
this arrangement, Performance Agreements were signed between the
President and Ministers based on ministerial Mandates. The National M&E
Department provides the overall coordination and institutionalization of
the performance measurement. The Performance Contract established
general goals for MDAs and set targets for measuring performance and
provided incentives for achieving these targets. Though there were
prioritization of activities, measurement of performance was subjective.
This effort was short-lived as the evaluation of the performance of
Ministries was not institutionalized and properly cascaded to all staff of
MDAs.
1.10 In 2019, with the support of McKinsey & Company, the Government
resuscitated Performance Contracting with the aim of holding ministers
accountable for the delivery on the priority areas of government based on
agreed targets and key performance indicators. In this regard, each
Minister signs Performance Agreement with the Central Delivery
Coordinating Unit (CDCU) in the Office of the Secretary to the
Government of the Federation to track performance. Ministers were called

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to present accounts of their stewardship once every year at a Presidential

Retreat chaired by the President.
1.11 As part of efforts to institute a productivity and performance/output-
driven framework in the Public Service, the Office of the Head of the Civil
Service of the Federation incorporated a new Performance Management
System as a key pillar in its reform initiative under the Federal Civil Service
Strategy and Implementation Plan 2017-2020 and the successor plan
FCSSIP 2021-2025. PMS has also been incorporated in the reviewed Public
Service Rules (PSR) as the appraisal system for public servants.

2.0 RATIONALE FOR A NEW PMS

2.1 The institutionalization of an effective Performance Management System
(PMS) is crucial for repositioning the Federal Public Service to become an
Efficient, Productive, Incorruptible, and Citizen-centred (EPIC) Service. The
new PMS will:
i. facilitate the development of an accountability-driven, result-oriented
and high-performance culture in the Federal Public Service;
ii. institutionalize the linkage of National Development Plans and
Government prioritized objectives with MDAs' Strategic Plans;
iii. provide the framework for the development of MDAs Performance
Indicators;
iv. ensure organizational and employee effectiveness by cascading
institutional accountabilities to the various levels of the organization;
v. embed a merit-driven culture in the Service;
vi. limit subjective judgment, rating errors, favoritism in employee
appraisal and entrench fairness and transparency in employee
performance management; and
vii. provide a template for effective monitoring, performance reporting
and feedback mechanisms.

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3.0 POLICY GOAL AND OBJECTIVES

3.1 The ultimate goal of the Performance Management Policy is to
institutionalize a new Performance Management System in the Federal
Public Service.
3.2 The Policy is designed to achieve the following objectives:
i. facilitate government's commitment and support in implementing the
new PMS;
ii. provide an integrated performance management system for alignment
of policy, planning, budgeting and target setting at the institutional
and individual levels;
iii. facilitate the development of a clearly defined and enforceable PMS
implementation framework with understanding of the roles of key
players;
iv. support the development of a framework for the requisite capacity
building and change management for PMS;
v. support the development of framework for continuous enhancement
of staff and organizational competence and capacity through the
identification of knowledge and skill gaps;
vi. provide clear and robust guidelines for implementing performance
management in the Public Service; and
vii. ensure e ffective coordination of government performance
management.

4.0 GUIDING PRINCIPLES

4.1 The Policy on Performance Management System for Federal Public Service
shall be underpinned by the following guiding principles:
i. sectoral and MDAs’ Strategic Plans shall be aligned with Medium-Term
National Development Plan;
ii. MDAs shall conduct structured stakeholders' engagement to receive
input into MDAs Performance planning and evaluation;

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iii. annual budgetary proposals shall be aligned towards the delivery of

government Key Result Areas (KRAs) by MDAs;
iv. MDAs shall receive feedback on service, programme and projects
delivery standards through citizens' satisfaction surveys and establish
a mechanism for management of citizens' complaints; and
v. Improved budget allocation shall be a reward for MDAs delivery on
results

5.0 SCOPE OF THE POLICY

This Policy shall guide implementation of Performance Management
System at the organizational levels, otherwise known as MDAs
Performance Management System (MPMS) and Employees Performance
Management System (EPMS) in the Federal Public Service. All Federal
Ministries, Extra-Ministerial Departments and Agencies are expected to
comply with the provisions of this policy.

6.0 POLICY FOCUS AREAS

The following thematic areas with their associated objectives and
strategies will inform the process for institutionalizing and implementing
Performance Management System (PMS) in the Federal Public Service:
6.1 Whole of Government Approach to Performance Management
Government Performance Management System (GPMS) is to be
institutionalized in all Federal MDAs to ensure that they work together as a
team towards successful implementation of government policies and
programmes. Also, it will ensure alignment of EPMS and MPMS for
enhanced performance orientation culture in the Service.
6.1.1 Objectives
I. To ensure integration of performance management system in all
sectors of the Public Service.

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ii. To standardize performance management in Federal MDAs.

iii. To harmonize the various performance management frameworks,
tools and systems used by MDAs.
6.1.2 Strategies
The Office of the Head of the Civil Service of the Federation, in conjunction
with relevant Agencies of Government shall:
i. develop and circularize appropriate regulatory frameworks for
implementation of Government Performance Management System;
ii. periodically issue Performance Management Guidelines that provide
clear linkage between MDAs Performance Management and Employee
Performance Management;
iii. review and update all existing performance management tools;
iv. provide the institutional framework for PMS coordination in the Public
Service; and
v. provide a framework that ensures continuous monitoring of MDAs
compliance with approved guidelines, standards and procedures.
6.2 Alignment of Key Policy Instruments
To support government in delivery of dividends of democracy to citizens,
MDAs must adopt a result-oriented approach by creating systems and
processes that support efficient and effective service delivery. To achieve
this, the Performance Management framework must link employee
performance to relevant policy instruments.
6.2.1 Objective
i. To link Performance Management System and key Policy instruments
such as the National Development Plans, Government prioritized
agenda, Annual Appropriation Act, MDA Strategic Plan and Monitoring
& Evaluation framework.
6.2.2 Strategy:
i. The Office of the Head of the Civil Service of the Federation shall
ensure that MDAs deploy a PMS Cycle with clear linkages to key policy
instruments.

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6.3 Commitment for Results

Accountability is one of the core values of the Civil Service that ensures
MDAs and all officers account for specific tasks assigned to them.
Implementation of Performance Management System in the Public Service
will ensure that accountability trickles down from top echelon to frontline
officers in MDAs and that officers are committed to delivery on specific
results.
6.3.1 Objectives
i. to ensure that MDAs are held accountable for delivery on their
mandate and key objectives;
ii. to ensure that employees are held accountable for the delivery of
specific job objectives which are in alignment with MDAs' key
objectives;
iii. to ensure that accountability trickles down from the top echelon of
MDAs to the frontline officers; and
iv. to achieve efficient, effective, sustainable and quality service delivery
across MDAs.
6.3.2 Strategies
i. The Office of the Secretary to the Government of the Federation shall
facilitate the signing of Performance Contract between Mr. President
and the Ministers on the basis of the agreed targets;
ii. The Office of the Head of the Civil Service of the Federation shall:
a. issue a template for Performance Contract and circulate same to all
MDAs;
b. ensure that MDA's targets as defined in the Performance Contracts
align with government prioritized agenda and national
development plan;
c. facilitate the signing of Performance Contract between the
Minister and the Permanent Secretary in each MDA on the basis of
the agreed targets; and
d. develop and implement a Performance Audit framework.

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iii. Each Permanent Secretary shall facilitate the signing of Performance

Contracts between the Minister and the Chief Executive Officers of
Agencies under the Ministry on the basis of the agreed targets.
iv. Directors of Planning, Research and Statistics in Ministries or its
equivalent in the Agencies shall:
a. ensure that agreed targets are communicated and cascaded to all
departments;
b. ensure that strategic outcomes of the MDAs are effectively
tracked;
c. conduct quarterly Performance appraisal of departments and
submit Reports as appropriate;
d. oversee the periodic review of departmental performance and
coordinate the preparation of performance Report; and
e. publish Report of MDAs Performance Appraisal.
v. Directors of Human Resource Management in Ministries or its
equivalent in Agencies shall:
a. ensure that departmental targets are cascaded to all officers in the
Department;
b. facilitate the signing of Performance contract between all
employees and their supervisors;
c. ensure that the Key Performance Indicators for all employees are
effectively tracked;
d. coordinate the overall administration of the performance
management process within the MDAs and ensure compliance with
the defined policies and procedures;
e. facilitate the conduct of periodic performance review and appraisal
for employees; and
f. facilitate the update of the IPPIS platform with employee appraisal
report.

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6.4 Performance Incentives System

In order to establish a performance culture that emphasizes development
and optimum utilization of human resource for a result-oriented service
delivery, consequences for employees' performance must be managed
through appropriate rewards and incentive system.
6.4.1 Objective
To establish a robust and objective Reward and Consequence Management
System for performance.
6.4.2 Strategies:
The Office of the Head of the Civil Service of the Federation shall:
i. review and implement the Rewards and Recognition System in
collaboration with MDAs;
ii. collaborate with relevant MDAs to align career progression to
performance;
iii. organize Public Service Award Ceremony to recognize and celebrate
outstanding performance by employees, Teams and MDAs as part of
the activities marking the annual Public Service Week; and
iv. in conjunction with relevant MDAs, organize an annual Performance
and Productivity week to showcase improvements (effectiveness &
efficiency) and innovations in service delivery and reward outstanding
MDAs.
6.5 Capacity Building for PMS Implementation
The new PMS emphasizes continuous training of all stakeholders to keep
them abreast with innovations and trends in implementation, to mitigate
capacity challenge on the part of its operators, and avoid the pitfalls of the
APER System.
6.5.1 Objective
To develop the framework for sustainable capacity development for PMS
implementation.

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6.5.2 Strategies:
The Office of the Head of the Civil Service of the Federation shall:
i. collaborate with Management Development Institutes and other
stakeholders to develop and implement appropriate curriculum for
building capacity of key role players in implementation of the new
Performance Management System;
ii. facilitate continuous training of supervisors and other employees on
PMS across MDAs using the blended approach; and
iii. identify and conduct intensive training for PMS Champions across
MDAs.
6.6 Citizens Engagement in GPMS
MDAs will benefit from citizens' engagements to promote citizen-centred
service delivery and improve productivity; therefore, Performance
Management System will require adequate feedback from the public.
6.6.1 Objective
To facilitate public participation in service improvement in MDAs.
6.6.2 Strategy
The Office of the Head of the Civil Service of the Federation shall partner
with relevant MDAs to facilitate adequate information and regular
feedback from citizens on MDAs' service delivery.
6.7 Automation of PMS
The Federal Public Service has embraced digitalization of its operations for
improved productivity; implementation of Performance Management
System will be automated to ensure effective deployment.
6.7.1 Objectives
i. To deploy technology in the implementation of PMS in order to reduce
human errors and enhance transparency in the processes.
ii. To facilitate performance data collection, analysis, record keeping and
accessible repository of performance information.

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6.7.2 Strategies
i. The Office of the Head of the Civil Service of the Federation shall:
a. provide guidelines and standards to MDAs on PMS process
automation; and
b. develop and deploy a robust Application Programming Interface
(API) and API Gateway to ensure effective linkage of PMS with the
Integrated Personnel and Payroll Information System (IPPIS)
platform for safekeeping of employees' performance Records
Service-wide.
ii. MDAs shall build the capacity of relevant staff to provide support for
the automated PMS on a sustainable basis; and train all end-users.
6.8 Knowledge Management
PMS provides opportunity to exploit explicit/implicit knowledge and
experiences of employees to enhance and transform operations of MDAs.
An effective knowledge management process will facilitate the sharing of
employees' skills, expertise, experiences, etc. across MDAs.
6.8.1 Objectives
I. To enable effective sharing and reuse of knowledge among individuals
and teams within and across MDAs.
ii. To increase the value of the public service intellectual capital and
leverage knowledge assets to achieve its goals.
iii. To promote generation of new knowledge from the dissemination of
information for MDAs competitive advantage.
iv. To develop a knowledge competitive workforce.
6.8.2 Strategies
i. The Office of the Head of the Civil Service of the Federation shall:
a. develop a framework with appropriate incentives to ensure
knowledge sharing culture in MDAs;
b. establish platforms to facilitate Community of Practice to
stimulate ideas and knowledge sharing;

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c. define standards and protocols for interoperability within and

amongst MDAs' systems; and
d. in collaboration with MDAs, collate and publish records of
performance, failures and successes, onto a central PMS portal.
ii. Ministries, Extra-ministerial Departments and Agencies shall:
a. identify patterns and trends on previous performance and publish
proven practices as standard practice;
b. provide online Help-Desk and virtual assistance for performance
management; and
c. create th ird party partnersh ip o pport unities for revenue
generation.
6.9 Linkages of PMS to other Key HR Processes
The Integrated Personnel and Payroll Information System (IPPIS) was
conceptualized by Government in 2006 to improve efficiency and
effectiveness in storage of personnel records, administration of monthly
payroll and other core human resource processes. Employee Performance
Management System which is being instituted will be interoperable with
IPPIS to support other HR processes.
6.9.1 Objective
To facilitate effective linkage of Employee Performance Management
System with other HR processes.
6.9.2 Strategies
The Office of the Head of the Civil Service of the Federation shall:
i. collaborate with relevant MDAs to facilitate the linkage of EPMS to
establishment positions;
ii. review employee Mobility Policy to ensure effective linkage with EPMS;
iii. d e ve l o p a n d d e p l oy t h e O p e n Co m p e t i t i o n S y s t e m fo r
posting/deployment of officers to designated post across MDAs;
iv. facilitate the linkage of EPMS with training and capacity building of
employee;

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v. provide a framework for performance improvement planning and

implementation;
vi. collaborate with relevant MDAs to develop and implement the
framework for professionalization of Human Resource Management
functions; and
vii. provide the framework for rightsizing and voluntary exit programme.

7.0 INSTITUTIONAL FRAMEWORK: ROLES AND

RESPONSIBILITIES
This policy provides the following institutional structure for managing
performance in the Federal Public Service.
7.1 The Presidency: Office of the Secretary to the Government of the
Federation – Central Delivery Coordinating Unit is the major driver of the
MDAs level Performance Management. The Unit shall on behalf of Mr.
President:
i. approve Ministers' performance evaluations metrics and sign
Performance Contracts with the Ministers on behalf of the President;
ii. conduct periodic reviews of MDAs performance and facilitate briefing
sessions between the President and Ministers on performance
outcomes; and
iii. prepare Annual MDAs Performance Reports.
7.2 Federal Ministry of Finance, Budget and National Planning: Planning Sector
shall be responsible for;
i. the development of long and medium-term National Plans and Key
Performance Indicators (KPIs);
ii. supports the development of Sectoral and MDA's Strategic Plan; and
iii. monitors and evaluates MDAs’ performance against KPIs.
7.3 Office of the Head of the Civil Service of the Federation
The Office of the Head of Civil Service of the Federation shall be responsible
for MDA operational and employee performance management within the

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Federal Public Service and link Reports from PMS to the Integrated
Personnel and Payroll Information System.
7.4 Federal Civil Service Commission
The Federal Civil Service Commission shall:
i. develop and implement PMS linked HR policies and guidelines in the
areas of recruitment, discipline and promotion, in conjunction with
relevant MDAs; and
ii. serve as ombudsman to review and address grievances and petitions by
Public Officers on outcomes of PMS implementation.
7.5 Ministries, Extra-Ministerial Departments and Agencies (MDAs)
a. The Honourable Minister shall negotiate and agree on specific targets
with the Permanent Secretary and Chief Executive Officers of
Parastatals under their Ministries, and sign Performance Contracts
with them on the basis of the agreed targets.
b. Permanent Secretary of a Ministry or Extra-Ministerial Office or Chief
Executive Officer of a Parastatal shall:
i. communicate and cascade organizational targets agreed with the
Honourable Minister/Heads of Extra-Ministerial Offices;
ii. sign Performance Contracts with Directors and Heads of Units in
their MDAs;
iii. ensure that strategic outcomes of MDAs programmes are
effectively tracked; and
iv. submit periodic employee performance reports.
c. The Department of Planning, Research and Statistics in all Ministries
shall be liaison between the Central Delivery Coordinating Unit of the
Presidency and the Ministries and Parastatals under the Ministries.
d. The Department of Human Resource Management in all Ministries
shall be liaison between the Office of the Head of the Civil Service of
the Federation, the Ministries and Parastatals under each of the
Ministries.

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7.6 SERVICOM Nodal Office

The SERVICOM Nodal Office shall:
i. support and facilitate citizen and stakeholder participation in
performance management; and
ii. facilitate and provide feedback on citizen impact survey.

8.0 POLICY MONITORING AND EVALUATION

In order to ensure compliance with this Policy, the OHCSF in collaboration
with MDAs shall be responsible for monitoring and evaluation, feedback
and improvement of the PMS at all levels in the Federal Public Service.

9.0 COMPLIANCE
All Federal Public Servants shall familiarize themselves with the content of
this policy document and shall comply with its provisions.

10.0 CHANGE MANAGEMENT AND COMMUNICATION

STRATEGY
Implementation of the Performance Management System shall be
supported by a robust Change Management Strategy, which shall include
an effective Communication Strategy and Plan for achieving shared
understanding, buy-in, support and compliance from all stakeholders in
order to actualize its intended benefits.

11.0 POLICY REVIEW AND APPROVAL

In view of the dynamics of the global, national and public service
environments, this PMS Policy shall be reviewed regularly in order to
guarantee that set policy outcomes are achieved. At the minimum, the PMS
policy shall be reviewed every four (4) years in order to maintain its

PMS POLICY 17
Policy on Performance Management System for Federal Public Service

relevance and impact, so as to keep up with changes in the operating

environment. A Committee comprising representatives of critical
stakeholders shall undertake such reviews jointly.
11.1 Recommended changes shall be considered and agreed by all stakeholders,
approved by the OHCSF before presentation to Federal Executive Council
(FEC)for approval.
11.2 Any waiver related to the whole or part of the application of this policy shall
be obtainable only from the President of the Federal Republic of Nigeria,
through the Head of Civil Service of the Federation.

PMS POLICY 18
 THE PRESIDENCY
OFFICE OF THE HEAD OF THE CIVIL SERVICE OF THE FEDERATION
2022