Public sector performance
Institutional performance measurement
This process involves quantifying actual performance.
Performance is defined as the degree to which the process achieves its objectives.
Each of the operational objectives has its own measurement
Explains the dimensions of performance and tasks of operations in the evaluation of institutions.
Domains of measuring institutional performance
The performance of individuals in their organizational/productive/functional unit.
The performance of organizational units within the framework of the institution's general policies, operational processes and labor relations.
The performance of the organization within the framework of the internal environment of the organization, including the organizational culture, leadership, skills, knowledge, capabilities and information flow in the organization.
The performance of the institution in the context of the external environment (economic, technological, legislative, political, social and cultural...)
Standard concept:
The standard is a performance model determined by individuals or specialized scientific and professional bodies. The formulation of the standard comes to express practical content that is applicable.
A criterion is a description of the attributes and characteristics that are evaluated in a specific task.
A criterion is the set of elements that are referenced to assess the level of performance of an entity.
The criterion is used as a reference for judgment and evaluation as the scale.
Standards areas
Efficiency and effectiveness criterion: Efficiency is the least possible amount of inputs to produce the largest possible amount of output. Effectiveness relates to the ability to achieve the organization's goals of survival and growth and to meet the needs of users and customers.
Productivity standards: the relationship between outputs measured by the number of units produced or their value, and inputs measured by the number of workers, working hours, or machine hours.
Employee trends: Indicators are quantitative, such as absenteeism rates, work turnover, and work accidents, or descriptive. They relate to job satisfaction, morale, affiliation and loyalty.
The status of the organization: The status of the institution and the level of satisfaction with the services it provides is a criterion for the extent to which its services are accepted, compared to its counterparts.
Profitability criteria: to measure profitability and operational efficiency, including the rate of return on investment, inventory turnover, receivables, sales profitability, stock market value ratios, and others.
Product/service quality standards: the degree to which the product/service is acceptable and customer suggestions for its development
Social responsibility: combating environmental pollution, implementing government laws, and serving the local community.
Personnel development and qualification: the efficiency of development and training programs to improve the skills of employees
The balance between short and long-term goals: The process of monitoring reveals what has been accomplished compared to what is planned.
Standard types
Historical criterion: The level of performance for previous years represents a historical criterion. This criterion is effective when it is judged on the level of improvement or deterioration of performance over time, but it does not give an indication of the level of satisfaction with this performance.
Target Standard: Reflects reasonable levels of performance, and organizations prepare these standards in light of their past and current experience.
Competitor performance standard: Organizations use performance standards comparison rules, they compare the planned performance with the actual performance of the organization's competitors.
Absolute Standard: These are theoretical standards, such as the zero defects standard applied by Japanese companies. It may not be achieved in implementation, but it remains a standard that the organization seeks to achieve in order to improve operations.
Performance indicators.
It is a tangible and measurable element.
Provides data on the degree of achievement of the standard
Indicators are used to indicate a trend or describe a target scale
Performance indicators mean the elements that can be monitored to know the extent of progress in achieving goals and results in the relevant areas
The process of measuring performance
This step includes:
Determine the nature of the indicator.
Define areas of performance.
Determine performance rates.
Evaluate performance indicators.
Types of performance indicators
Objective indicators: measure the extent to which the planned goal matches the achieved goal.
Performance indicators: They are the elements that can be monitored to know the performance area and the rate of performance in it.
Input indicators: measure the extent to which actual costs match the planned costs necessary to achieve a certain level of goals during specific phases or time periods of the plan (efficiency measurement).
Operations indicators (activities): They are mostly qualitative indicators that measure the extent to which important and detailed stages or steps in the path of achieving the goal have been achieved or implemented.
Performance measurement process
Each implementation objective has its own measurement.
Monitoring the performance of the institution requires setting a target result, against which it is measured.
Performance is measured by comparison between the results achieved and the results targeted for making appropriate decisions.
This process involves quantifying the areas of actual performance (cost, quality, speed and flexibility).
Balanced Scorecard:
Norton and Kaplan created the Balanced Scorecard in order to make better use of organizations' energy and their ability to transform intangible information into inferential indicators that are easy to measure, analyze, and deal with.
It is a tool
Strategic planning is based on analyzing all dimensions related to the performance of the organization and providing a road map to direct performance towards the intended result.
Balance card performance app
axis or dimension
Determine needs
Objectives
financial
What do we need to have satisfaction in this area?
Increase the added value of the work.
Reduce costs.
Increasing the budget surplus for reinvestment.
Enhancing the concept of savings, investment and returns (increasing capital).
service recipients.
What is needed to increase the satisfaction of service recipients?
Improving the quality of social life.
Improving the quality and quality of the services provided.
Expand the range of services provided.
Responding to the citizens' desires and continuously working to touch them.
Reducing the financial costs to citizens.
internal operations.
What are the internal activities that must be carried out by the organization in order to achieve the goals.
Accurate identification of work procedures within the organization.
Improving work procedures by reducing the time and effort it takes for citizens to obtain the service.
Effective partnership between the internal and external audience of the institution.
Learning and growth.
What is the development that the human resource and the institution must have?
Introducing performance management to work.
Improving teamwork and motivation
Developing the skills and capabilities of employees.
Improving the recruitment and selection process for employees.
The stages of applying for the balanced performance card
1- Defining goals for each of the dimensions of the balanced scorecard.
2- Setting clear, specific, and easy-to-measure performance indicators for each of the goals set.
3- Comparison between the objectives set and the outputs.
4- Analyzing the results and identifying the gap and areas that suffer from shortcomings that prevent the implementation of the institution's vision and strategic plans.
Performance standards according to the directions of the Ministry of Finance in Qatar 2012:
Results: Also known as efficacy or impact criterion.
Output: refers to the number of units produced or the number of services provided
Cost-effectiveness: the cost of each unit of output, changes in unit cost, and process effectiveness
Workload: an efficiency criterion that indicates the outputs of the activity in relation to the number of employees.
The directive issued by the Office of the Prime Minister regarding the Guide to Institutional Performance Standards for Governmental Entities was prepared by the Ministry of Administrative Development.
His Excellency the Prime Minister directed that the following be taken into account:
Be guided by the evidence.
Activate the work of quality units.
Coordination with the Ministry of Administrative Development regarding the implementation of what is stated in the guide.