Performance evaluation indicators generate multiple supports for the implementation of results-oriented management.
Indicators support knowledge and learning.
procedure-for-the-construction-of-a-management-indicator- Relevance of the indicator. Values and ranges established. Sources of information selected. Process of collection and presentation of information. Frequency in the collection of information. Recipient of the information.
It is the process of complete specification, documentation, disclosure and inclusion among the business operation systems of the management indicators.
HAVE SUFFICIENT AND DEMONSTRABLE DATA
CONDITIONS THAT THE INDICATORS MUST FULFILL
REASONABLE COSTS IN DATA COLLECTION
DEFINED OBJECTIVES
PERFORMANCE ACHIEVED IN SIMILAR INSTITUTIONS, PROCESSES OR PROGRAMS
MONITORING PROCESSES MEASUREMENT, ANALYSIS AND IMPROVEMENT
WHAT IS MONITORING?
- The action of going after or after something or someone Directing the sight or attention towards something or someone that is moving and keeping it in it The action of going in search of something or someone generally based on clues and data.
MANAGEMENT CONTROL INDICATORS
Performance evaluation indicators generate multiple supports for the implementation of results-oriented management.
Indicators support knowledge and learning.
The indicators allow measures to be taken to improve management.
The use of indicators favors contestability or competition for public resources.
It is related to transparency and accountability.
The strategic agreement
Budget management
Analysis of the entire public policy cycle
Greater transparency towards citizens
MANAGEMENT CONTROL INDICATORS
- CONDITIONS OF THE INDICATORS AREAS SUSCEPTIBLE OF BEING CONTROLLED CONSTRUCTION OF INDICATORS PARTICULARITIES OF THE INDICATORS ATTRIBUTES OF THE INDICATORS METHODOLOGY TO BUILD INDICATORS IMPACT OF THE EVALUATION IN THE PROCESS OF THE BUDGETARY ASSESSMENT OF THE RESULT OF THE INSTITUTE ASSESSMENT INSTITUTE ASSESSMENT OF THE INSTITUTIONAL RESULTS
MANAGEMENT CONTROL INDICATORS
- INTRODUCTION CONDITIONS OF THE INDICATORS AREAS SUSCEPTIBLE TO BE CONTROLLED CONSTRUCTION OF INDICATORS PARTICULARITIES OF THE INDICATORS ATTRIBUTES OF THE INDICATORS METHODOLOGY FOR CONSTRUCTING INDICATORS IMPACT OF THE EVALUATION IN THE PROCESS OF THE INDICATORS OF THE INDICATORS RESULT OF THE BUDGET ASSESSMENT OF THE BUDGET ASSESSMENT
MANAGEMENT CONTROL INDICATORS
Benefits of evaluation through performance indicators
- It facilitates the process of planning and formulation of medium and long-term policies It allows to detect sectors of the organization with management problems It allows to make adjustments and readjust courses of action It allows to allocate public resources more effectively Increases transparency It allows to evaluate processes and carry out ex post evaluations • Some preconditions to be fulfilled (1)
–Strategic planning is a structured process that allows the organization to specify its mission and role within the structure of the State.
• Some preconditions to be fulfilled (2)
• Once the mission, strategic objectives and relevant products of the institution have been defined, it is necessary to establish management goals that establish the achievements to be achieved in each of the areas or scopes of action that arise from the strategic objectives.
There are factors that discourage the development of a system of indicators for each and every one of the activities and programs
carried out by an Institution
Sources of Information
Temporality
Economy
Efficiency
Efficiency Effectiveness
Equity
Excellence - Quality
Environment
Sustainability
LET'S REMEMBER THE BASIC METHODOLOGY FOR THE CONSTRUCTION OF INDICATORS
What is done?
What do you want to measure?
Who will use the information?
How often ?
What does it compare to?
- Public managers
- Political bodies outside the administration
- Citizens and the media
- Technical control bodies
- Academic and scientific institutions
- International bodies and organizations
INSTITUTIONALIZATION OF THE EVALUATION
- Political decision
- New role of control bodies
SOME OF THE MOST IMPORTANT DIFFICULTIES IN THE CONSTRUCTION OF THE PERFORMANCE INDICATORS
Weakness in the appointment of public management personnel
Lack or little incentive to assume higher levels of responsibility
The few consequences for the performance achieved
• Management by results implies prioritizing the achievement of general and specific strategic objectives in the process of managing public resources.
• As performance measurement implies the determination of measurable elements, quantitatively and qualitatively, related to the achievement of the purposes of the public administration as well as the determination of expectations about them.
• The performance evaluation includes elements to answer questions about how performance has been, to what extent and under what conditions the initially established objectives were met.
Pillars of a successful implementation of management by results.
• Strategic planning
- Facilitates the identification, prioritization and solution of problems allowing to design strategic actions.
• Process reengineering.
- It allows, after the corresponding analysis, to introduce the necessary changes in the usual work practices, directing the internal processes to the products identified as priorities in the strategic plan.
CUSTOMER SATISFACTION
As one of the performance measures of the SCG, the organization must track information related to the perception of the client regarding the fulfillment of its requirements by the organization.
Methods of obtaining and using such information must be determined.
SATISFACTION IS NOT OPPOSITE TO DISSATISFACTION
...
DISCOUNT FACTORS: Negative conditions or events that are not expected to happen
SATISFACTION FACTORS: Expected conditions or events that point to the fulfillment of what the client wants and
needs
GRATIFICATION FACTORS: Practices, services, attributes, new characteristics, very positive for the client but not expected or specified.
CONTROL OF THE NON-CONFORMING SERVICE
• The organization must ensure that non-compliant service is identified and controlled to prevent its unintentional use or delivery.
• The controls, responsibilities and authorities related to the treatment of the non-conforming service must be defined in a documented procedure.
CONTROL OF THE NON-CONFORMING SERVICE
• The Institution must treat non-compliant services through one or more of the following ways:
a) Taking actions to eliminate the detected non-conformity.
b) Authorizing its use, release or acceptance under concession by a relevant authority and, when applicable, by the client.
c) Taking actions to prevent its
originally intended use or application
CONTROL OF THE NON-CONFORMING SERVICE
• Records should be kept of the nature of nonconformities and of any subsequent action taken, including any concessions that have been obtained.
• When a non-conforming product is detected after delivery or when its use has begun, the organization must take appropriate actions regarding the effects, or potential effects, of the non-conformance.
Defect: Non-compliance with a requirement associated with a specified or intended use
Correction: Action taken to eliminate a non-conformance.
INTEGRALITY OF GOALS
Increase coverage of the drug seizure program by
15% compared to the same period last year
Reach an average cost of $ 2,000 per hour of investigation
Reach 10,000 closings of investigations defined by prosecutors
EFFECTIVENESS INDICATOR
Increase the effectiveness of Identity Control procedures by 8%, expressed in arrests and detentions for flagrant crime. EFFICIENCY INDICATOR.
QUALITY INDICATOR
Average cost of each investigation:
Increase rates by 5%
Total expenditure on quality of service of the PDI program / number of Hours invested
FREQUENT PROBLEMS IN THE CONSTRUCTION OF INDICATORS
• MEASUREMENT TRAP: SHOWS AS RESULTS (AND DOES) ONLY WHAT CAN BE MEASURED.
• IT TENDS TO MEASURE ACCORDING TO THE INFORMATION AVAILABLE, DISCARDING THE MEASUREMENT OF THE MOST RELEVANT ASPECTS.
• UNDERVALUATION OF GOALS AGAINST A PUNITIVE ASSESSMENT ENVIRONMENT.
• TENDENCY TO MEASURE EVERYTHING SO NOT TO UNDERREPRESENT EFFORTS.
• INDICATORS ARE DEVELOPED BUT NOT USED FOR DECISION-MAKING.
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