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Government Performance
Presentation to the
World Bank
Washington, DC April 2002
Aaron A. Estis
Senior Manager
KPMG Consulting
303 Peachtree Street, Suite 2000
Atlanta, Georgia 30308
(404) 222-3614
aestis@kpmg.com
Agenda
Welcome
Defining the problem
Performance Measurement
The Balanced Scorecard
Measuring Government Performance
market signals
Indirect impacts
Broad and vague government goals
Performance Measurement
Limitations of Performance
Measurement
Law
of unintended consequences
Too much paper
Too much time
Measure what you measure
Present
State
Baseline
Baseline
Future
State
Current
Position
Target
Overall
Performance
Performance Measurement
Goals
Balanced Scorecard
Customer
Perspective
Critical Success Factors
Performance Indicators
Targets
Vision
and
Strategy
Process/Product
Perspective
Critical Success Factors
Performance Indicators
Targets
Organizational Learning
Perspective
Critical Success Factors
Performance Indicators
Targets
/ Product
Financial
Organizational learning
Private Sector
How do customers see us?
Mission Accomplishment
Process / Product
Organizational Learning
Financial / Operational
Efficiency
Public Sector
How do people who use
our services see us?
Do our programs bring about
intended results?
Outputs as proxies
Inputs as proxies
Mission Perspective
Is
External
to the entity
Indirect impact
Example:
Operational Efficiency
Is
costs
Cost increases (decreases) over time
Example:
Citizens
Businesses
Visitors
Stakeholders
Example:
success?
Measure: Percent of programs exceeding
their evaluation goals, improvement in other
measures, investment in training
The Balanced Scorecard should be adapted to suit the priorities of each organization.
Sample Balanced Scorecard for a Government
Customer
Perspective
EXAMPLE
Mission
Perspective
Business Growth, Improve ments in Quality of Life
Performance Indicators
Targets
Vision &
Strategy
Financial
Perspective
Balance of payments,
GNP, Per Capita Income
Performance Indicators
Targets
Publicly-financed organizations
tend to
emphasize service more than
financial results.
Organizational Learning
Perspective
Competent, Adaptable,
Motivated Employees
Performance Indicators
Targets
Focuses on outcomes
Measures from each perspective counterbalance measures from
others
Quality
of life
Opportunity,
and leisure
Business
climate
Opportunity,
environment
Tourist
destination
External investment
capital formation
GNP
Per capita income
#
tourists, citizens
perspective
Health,
education, security
Operational
Cost
efficiency perspective
Customer
Cycle
perspective
Organizational
Effectiveness
learning perspective
of new programs
Improvements over time
The Balanced Scorecard should be adapted to suit the priorities of each organization.
Sample Balanced Scorecard for a Water Department
Customer
Perspective
EXAMPLE
Complaint resolution
times
Accuracy of bills
Mission
Perspective
Availability, reliability
and quality of water
Vision &
Strategy
Financial
Perspective
Cost per gallon
Capital costs per
capacity created
Publicly-financed organizations
tend to
emphasize service more than
financial results.
Organizational Learning
Perspective
Success with new ways of
Getting more water
Continuous improvement in
other measures
Summary
Measuring performance is critical for tracking your
progress
Measures are meaningless if not linked to a larger
strategic plan
Balanced scorecard is a useful technique for organizing
your performance measurement program
Balanced
Limited