## Citizen‘s Charter

Modernization of Public Administration Department (Odbor modernizace veřejné správy)
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### Do we deliver what we promise?
Developing a robust performance measurement system

A joint initiative of the OECD and the European Union, principally financed by the EU
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#### Elke Löffler and Salvador Parrado
Governance International and Spanish Distance Learning University

#### Issues in setting up a performance measurement system

- Purposes of a performance measurement system
- Library of Performance Indicators
- Data sources
- Integration and analysis of data, timeliness of reporting and reporting schemes

#### Purposes of a performance measurement system

- to clarify what works and what does not work
- to provide evidence for strategic choices and investments
- to increase the transparency of public processes (e.g. by allowing citizen acces s to information about the processing of forms or decision-taking processes)
- to highlight critical success factors in implementation
- to highlight possible side-effects and unintended consequences

#### Library of Performance Indicators (PIs)
(i) Key principles for their des ign

- Each PI should be relevant to at least one of the objectives of the programme or initiative
- It should be clear whether a change in a PI indicates that the objective(s) is being achieved to a greater or lesser degree than before
- The score on the PI should not easily be subject to manipulation
- S cores should be normalised

#### Library of PIs
(ii) - Fitting PIs in an as ses sment sys tem

PIs should cover all the main dimensions which we wish to evaluate, including

- level of activity (‘outputs’)
- volume of use (analysis of workload – processes)
- social or other groups to which users belong (‘targeting’)
- quality of experience offered to users
- unit cost.

#### Library of Pis
(iii)Areas in which PIs could be sugges ted

- General impacts on the public
- Impacts on corporate management system
- Impacts on corporate communication
- Impacts on service delivery

- Meeting service needs of customers
- Time and cost implications

#### Data sources

- S urvey of population
- S urvey of households
- S urvey of staff
- Management Information S ystems (MIS ) in the public service organisations concerned (databases, data sheets, flow charts… )

#### Integration, analysis of data, timeliness and reporting schemes (i)

Area of public sector and public service activity | Key Performanc e Indicator | Example of a target | Notes on scope of PI | Collection method | S takehold ers likely to be interested | Measure / Deviation

#### Integration, analys is of data, timelines s and reporting schemes (ii)

- monitoring progress against predefined targets
- highlighting the incidences (or possible incidences) of fraud or corruption (within the ethics infrastructure)
- benchmarking progress against other agencies, other programmes
- assessing quality against predefined standards (often in midproject or mid-term review, since quality PIs are not easy to collect on an ongoing basis)
- measuring benefits and costs as part of an overall assessment of individual initiatives or projects)

#### Integration, analys is of data, timelines s and reporting schemes (iii)

- Periods of time for collecting data, analysis and reports (every day, week, month, term, year… )
- Report strategies to different stakeholders

- political body and managers,
- staff,
- recipients of the service,
- other interested parties,
- general public…

#### Summary: Some ‘S ilver Rules’ of Performance Measurement

Note for translator: This slide has been already translated for the first session for workshop2.ppt

- Be clear about purposes
- Relate PIs to objectives, unless …
- Use targets – but only AFTER setting the underlying objectives
- PI portfolios must be balanced
- S et separate PIs for economy, efficiency, effectiveness, outcomes, equity and quality
- S elf-assessment is normally better (but requires audit)
- Agree, don’t impose (unless…)
- Assess priorities first – ‘proportionality’
- Make comparisons over time and between departments/agencies
- Organise for performance management
- “S hort, sharp, snappy”