evaluation of portuguese public administration – institutions, managers and workers

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Bulgaria Delegation

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Societary evaluation context

Globalization

Increasingcomplexity of governance

Better governance

Global competition

Budget deficits reduction

• risks and uncertainty•New citizens requirements

• Efficiency• Quality• Innovation

•Transparency• Accountability• Promotion of active citizenship

• Economy• Efficiency

• Information / communication• Knowledge

• Effectiveness• Efficiency• Quality• Information / communication• Knowledge

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Governance concept

Set of laws, proceedings and behaviours that influence the way as Power is performed.

1) open-mind 3) accountability

2) participation4) effectiveness

5) coherency

Good governance principles

White Paper on European Governance

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Evaluation objectives

Improvement of Public Administration aiming at a good governance

Public policies

(Parliament and Government)

Accomplishment of Public policies

(Public Administration)

Results ?

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Integrated evaluation

Strategic objectives for the

Institution

Yearly objectives for the

Institution

Objectives for top

managers

Objectives for middle managers

Objectives for workers

Logical model of evaluation for SIADAP

Objectives forinstitutional

Unities

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Why Balanced Score Cards (BSC) is a useful tool for the management of Performance Evaluation?

Because BSC allow for a strategic management that

- integrates the main perspectives for a management by

objectives oriented to value improvement

- is able to establish cascating coherent objectives, since top

managers to individual workers

- promotes institutional communication propitious to change

- promotes institutional human and social capital development

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Using BSC to dress strategic management by objectives

Mission

Clients and stakeholders perspective

“Who are our clients?How to create value for our clients?”

Financial perspective

“How to create value for our clients and stakeholders

by keeping control on costs?”

Proceeding perspective

“What proceedings have to be excellent to satisfy our clients

and to accomplish budgetary rules ?”

Strategic

Learning and development perspective

“How to improve our capabilities in order to achieve changing society needs ?”

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Using BSC to add valueMission

Why do we exist

ValuesWhat is important for us

StrategyWhat way to proceed

Strategic BSC mapPerspectives institutional objectives and indicators

Targets and initiativesWhat we have to do

Individual objectivesWhat I have to do

Results – Evaluation – New cycle

VisionWhat we want to be

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BSC panel

Perspectives

(strategic dimensions of performance)

Objectives

(what results I want to achieve)

Indicators(how to evaluate)

Outputs

Outcomes

Targets(objectives values)

Improvement

(better performance)

Status quo

(I keep the performance)

Initiatives

What I have to do

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How to define strategic objectives for the Institution

Where I am? Mission

What I'm doing Who are my clientsAvailable resources

Where I want to go?

Strategic objectives

What I have to do?ProcessesResourcesProducts

Stra

tegic

proc

eedin

gs

Initiat

ives fo

cus

Strategic

formulation

Perspectives focus

VisionGovernment guidelines

AB

C

SWOT analysis

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SWOT analysis for each BSC perspective

S W O T

Institution External environment

Positive Negative Positive Negative

Strengths Weaknesses Opportunities Threats

StrengthsWhat do we do well?

What unique resources do we have?

What does produce a good image of us on people

WeaknessesWhat can we improve?

Where do we have lack of resources?

What does produce a bad image of us on people

OpportunitiesWhat trends are advantageous to us?

What situation can we profit from?

ThreatsWhat obstacles do we face?

How to overcome them?

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BSC strategic map

Clients

Financial

Proceeding

Learning

Global strategic map

Strategic objectives regarding clients

Strategic objectives for optimizing financial balance

Strategic objectives for improving processes of productions

Strategic objectives for improving organizational capabilities

Pers

pect

ives

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How to establish yearly objectives for the Institution?

Strategic objectives

Outcomes indicators

Yearly objectives

Targets and output indicators

Planning

Schedule of expected results

Road m

ap

Initiat

ives fo

cusStrategic map

Focus on perspectives

State - departmentguidelines

Available resources

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Aligning objectives of Production Units with Institutional objectives

Objectives of

ProductionUnit 3

Institutional objectives

Objectives of

ProductionUnit 1

Objectives of

ProductionUnit 2

Objectives of

ProductionUnit 4

Objectives of

ProductionUnit 5

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How to establish objectives for production units?

Yearly institutionalObjectives

Yearly objectives

forProduction

Units

Contributionof

Production Unitsfor

Institutional Objectives

Aligning Objectives

Organizational analysis• Value chains• Capabilities

Core business of Productions Units

Critical proceedings

Strategic map

Perspective focusRo

ad m

ap

Initi

ativ

e fo

cus

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Critical proceedings and chain value

Set of activities to achieve in order to solve a need/requirement

Proceedings

Critical proceeding

Value chain

Essential process to achieve objectives

Sequence of activities for completinga process

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Chain values and individual activities

A1 A2 A3 A4 A5

I1 I2 I3

Chain value of a process

A: activitiesI: persons

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How to define individual objectives

Individual objectives

Activit

ies

Initiatives

Indicators Targets

Productive processes

Chain values

Objectives of

productionUnit

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Contracting individual objectives

ObjectiveCriterion

for

achieving

and

exceedingobjectives

Target

Indicators and weights

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Contracting individual capabilities

Objective Gap = 0

Gap > 0

Training

Required capacities

Present capacities

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Strategies for optimizing SIADAP

1. Analysis of societal environment

2. Organizational analysis

3. Development of Human and Social Capital in the Institution

4. Analysis of productive process

5. Planning initiatives

6. Contracting objectives at all levels

7. Results monitoring

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Legal framework for assessing the performance of Portuguese public

agencies, managers and workers

http://www.dgaep.gov.pt/eng/index.cfm

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