organizational performance measurement - aventri
TRANSCRIPT
Organizational
Performance
Measurement
WCO Knowledge Academy for Customs and Trade
Brussels, Belgium
1 - 6 July, 2019
Ongoing monitoring and report of progress
Purpose and Objective
2
Organizational Goals
Output
Outcome
Goal
Strategic
Action Plan
Operational
Action Plan
What are the key objectives central to the organization’s overall future
success?
What are the activities for accomplishing strategies and plans?
How does it assess and measure the performance of these activities?
What is the target of performance to be achieved?
What are the information flows?
4
Elements of Chain
5
Input Activity Output Outcome
What
resources
are used?
What is
done?What is
delivered?
What is the
anticipated
change?
Inputs Activities OutputsImmediate Outcome
Intermediate Outcome
Ultimate Outcome
EfficiencyEffectiveness
E.g.
6
Activities
Feasibility Studies conducted at the
borders to identify bottlenecks
Review of SOPs to reduce number of
agencies and support ‘one-stop-
shop’
Revision and amendment of legislation to
support ‘one-stop-shop’ control
OutputsNew legislation
and SoPs
“one-stop-shop” principle applied
to optimize control
procedures
Immediate Outcome
responsive and accelerated
procedures at the border
Increased compliance
Intermediate Outcome Trade increased at the border
Ultimate OutcomeEconomic and
revenue benefits
To focus on the critical areas in achieving desired outcomes
KPIs
7
S
M
A
R
T
Specific- what exactly is an indicator of success?
Measurable - can you track your KPIs?
Achievable - are KPIs realistic?
Relevant – do your KPIs reflect the overall goal?
Time-bound – when should KPIs be met?
Principles for Identifying KPIs
8
• Clarity of purpose
• Focus
• Alignment
• Balance
• Regular refinement
• Robust
KPIs
9
numerical valuesjudgments, opinions
and attitudes
"performance drivers" that create conditions
for future success
what has happened after an event
10
• to look over the existing list of hundreds of indicators and pick a few
• “Fresh”
• to be guided by inputs and outputs
• to be guided by outcomes
• To be used simply because they have been used previously
• “Refreshed”
Source of Data
Data Collection Method
Timing and Frequency of Data Collection
Validation of Data
Data Management
12
Identify strategic objectives to be the desired outcomes
Specify the core outputs that deliver the objectives
Categorize KPIs
Complete the recommended Indicator Data form
Designing KPIs
13
KPIs Questions
Title Name of indicators
Purpose Why is it being measured?
Object What is being measured?
Metric What is the definition?
Data requirement Where will the input data originate?
Data collection method How will the data be collected?
Responsible Who will collect the data?
Timing How often will the data be collected and
responded?
Ownership Who needs the data?
Linkage Is the indicator associated with another
indicator?
14
Building KPI
Objective: Economic and revenue benefits
Activity Output Outcome KPIs Source
immediate intermediate Ultimate
Feasibility Studies
conducted at the
borders to identify
bottlenecks
Review of SoPs to
reduce number of
agencies and support
“one-stop-shop” control
Revision and
amendment of
legislation to support
“one-stop-shop” control
New legislation
and SoPs
“one-stop-shop”
principle
applied to
optimize control
procedures
responsive and
accelerated
procedures at
the border
Increased
compliance
Trade increased
at the border
Economic
and revenue
benefits
Responsiveness
accelerated at border
Legitimate trade flow
advanced
Economic
competitiveness
expanded
Customs
automated
information
system
Business
Satisfaction
Survey
TRS Report
Doing Business
Report
XXXX
15
XXXXPerformance Measurement Scope
Performance Measurement Scope
Issues Criteria
KPIs meaningful data of formation on outcomes
related to the accomplishment of the
organizational objectives
Performance Measurement Approach The source of data and the methodology of
data analysis and data validation to
measure and analyze performance
Performance Measurement Log frames Sufficient description of:
Activities (what will be done?)
Outputs and expected outcomes (what
will be achieved?)
KPIs (how to know the objective reality?
Source of data (Where will the input
data originate?
Performance Measurement Evaluation
Areas of Concentration:
Relevance
Success
Cost-effectiveness
16
Evaluation
Evaluation Scope
Issues Criteria
Evaluation items Necessity to address relevance, success
and cost-effectiveness
Mid-term evaluation The delivery of the expected results to be
reviewed in case of changes of priorities; in
case of inefficiency of the relevant action
plans; The necessity to review the KPIs
Final Evaluation The degree to which the respective
outcomes have been achieved to
determine the contribution to the
organizational objectives
XXXX
17
XXXXPerformance Measurement Cycle
Identify KPIs
• Determine scope
• Consult with stakeholders and staff
• Develop guiding principles
• Develop definitions
• Inventory of existing data sources
• Select balanced combination of KPIs
Develop KPIs
• Design KPIs
• Draft simple project plan
• Conduct pilot project
• Monitor collection and reporting
Use KPIs
• Performance monitoring of areas
• Analyze performance of work areas
• Review efficiencies and effectiveness
• Review KPIs
• Make decisions
Develop KPIs
Use KPIs
Identify KPIs
Targets for performance improvement
Visible problems opportunities for improvement
Reduced costs and improved efficiency
Basis for informed decision-making
Successful customs reforms and modernization
Attracting donor funding
Why Performance Measurement?
18
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Thank you for your attention
Maka KHVEDELIDZE
Technical Officer
Capacity Building Directorate
Email: [email protected]