PDF version


With the intensified challenge of providing quality service for her citizens, Kenya adopted
Performance Contracts as a tool not only to improve service delivery but also to refocus the
mindset of the civil service from looking within to focusing on customers and results. The
push factor for introduction of performance contracts in Kenya is the assumption that
institution of performance measurements, customer orientation and an increased focus towards
incremental productivity and cost reduction can lead to improvements in service delivery. The
purpose of this research was to examine the performance contracts application at the Ewaso
Ngíro North Development Authority and some of the challenges faced in its implementation,
as well as the efficacy of the instrument in improving service delivery. This is a study with a
main objective to determine the effect of Performance Contracting processes on service
delivery. A descriptive study was done where a random sample of 50 service recipients and all
the 100 employees of ENNDA at Isiolo headquarters were targeted. Questionnaires were
administered by drop and pick method after which the raw data was coded, edited, sorted and
classified. Data was subjected to both qualitative and quantitative statistical analysis
techniques using Statistical Package for Social Sciences computer software. The findings were
presented using frequency tables and percentages. This study established that work plan
management was the most significant factor in influencing service delivery at ENNDA,
followed by skills development and training then Monitoring and evaluation while reward
system was the least significant. The study found that targets in the work plan aid in
achievement of PC targets and work plans encourage teamwork. The study also deduced that
skills development and training influences effective implementation of Performance
Contracting. It was clear that training combines on the job, internal and external training and
training provided by ENNDA helps improve skills so as to surpass targets. The study also
established that monitoring and evaluation affect the implementation of Performance
Contracting as they are conducted on an on-going basis. However, evaluation reviews are not
well communicated to employees and service recipients were involved in M&E at the
ENNDA. It was also clear that targets set for each employee are not realistic and are arrived at
after consultation. This study recommends that ENNDA should provide adequate tools to the
employees in order to ensure that they achieve their targets. More consultation with employees
should be done when drawing up work plan targets. Effort should be made to ensure all targets
in the work plan are specific, measurable, achievable, and realistic and time bound. The study
also recommends that evaluation reviews should be well communicated to the employees by
their supervisors to enable them improve their performance. Service recipients need to be
more involved in monitoring and evaluation to ensure any gains made are a real indication of
improvement on the ground. Where service recipients are involved in giving feedback, care
should be taken to take their views seriously and consider them for implementation. The
results of the findings of this study will benefit the government in policy formulation,
improvement and implementation of performance contract.