Citizen‘s Charter
Modernization of Public Administration Department (Odbor modernizace veřejné správy)
» czech
» english
»
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
Prezentaci si můžete stáhnout také ve formátech:
ppt,
odp,
pdf
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”
![Sigma [logo]](../gifs/sigma.jpg)