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    Felu lecture Felu lecture Presentation Transcript

    • NIFM International Training Programme – Budgeting,Accounting and Financial ManagementChallenges in StrategyImplementation in PublicAdministrationAdriana Rejc BuhovacUniversity of Ljubljana, Faculty of Economicsadriana.rejc.buhovac@ef.uni-lj.si
    • Performance Measurement Systemsfor Strategy Implementation1 Designing strategic performance measurement systems2 Target settingA case study
    • Exhibit 1: Damage Claims for Police Use of Force and the Payment of Damagesdue to Improper Police Use of Force in 2002–2005Damage claims connected to police use of force highlighted for a number of yearsin the reports of the Attorney-Generals Office as well as in reports from the Ministryof the InteriorThe National Assembly of the Republic of Slovenia adopted a resolution in 2003, inwhich it recommends to the Slovenian government a thorough examination ofdamage claims and a strategy to cope with them successfullyDamage Claims for Police Use ofForce in SloveniaYEAR NUMBEROF CASESDAMAGE CLAIMS TOTAL PAYMENT OF DAMAGES DUETO IMPROPER USE OFPOLICE FORCE2002 107 979.379.815,00 SIT 13.918.677,00 SIT2003 102 944.098.522,00 SIT 11.150.082,00 SIT2004 85 809.575.704,00 SIT 24.911.066,00 SIT2005 83 726.123.629,00 SIT 20.162.060,00 SIT
    • Analytical Part1 Analysis of the existingmethodology for strategicsupervision over the police use offorce2 An empirical analysis of thefactors in damage claims3 An analysis of legal regulationsof police work4 An analysis of police officers‘training & education, mentorship,professionalism, and professionalpolice cultureStrategy5 Destination Statement forPolice Use of Force ( = vision)6 A Strategy Map ( = strategy)7 A Strategic PerformanceMeasurement System ( = control)An Analysis of the Reasons for Damage Claimsfor Police Use of Force and Measures forEliminating Them
    • Vision vs. Strategy:Alice in WonderlandLewis Caroll
    • The Balanced Scorecard, 3rd Generation
    • Destination Statement = Desired state ofthe police regarding the use of force in 2010LEARNING AND GROWTH1. Establishment of an effective system for rewards and penalizingirregularities in the use of force. Rewarding instructors, mentors, andpolice officers is linked to (1) successful testing of training and mentaland physical ability (licensing when necessary) for the use of forceand (2) proposals for improvements at the strategic and operationallevels in the use of force2. Quality conditions and teaching materials for training police officers inthe use of force at all units where police officers are trained3. Central records on the use of force at the General Police Directoratethrough which legal proceedings, grievances, expenses of damageclaims, and payouts can be monitored, together with informationfrom insurance companies4. Enough top-quality trained instructors5. An educational system that ensures a high level of knowledge andtraining for police officers for the lawful and professional use of force(before, during, and after the use of force)6. Testing police officers’ training and mental and physical ability(licensing when necessary) for the use of force in their work4 Perspectives:Learning &growthInternalProcessesPolice BehaviorPublicPerspective
    • Destination Statement = Desired state ofthe police regarding the use of force in 2010INTERNAL PROCESSES1. Based on monitoring how the public understands police use of force,clear guidelines for communicating with the public2. A strategy for the development and use of police force3. A fair system for ensuring the professional security of police officers4. A developed and uniform system of strategic and operationalsupervision of damages (Attorney-Generals Office, MNZ, GeneralPolice Directorate, Police Directorate) (necessary information to eachand, where this overlaps, identical information)5. Deployment and organization of police units in the community toensure faster response to emergencies6. Ensuring high quality of information for procedures for gatheringevidence in damage claims7. A uniform and transparent system for managing regulations andeliminating vagueness in them regarding the use of force.4 Perspectives:Learning &growthInternalProcessesPolice BehaviorPublicPerspective
    • Destination Statement = Desired state ofthe police regarding the use of force in 2010POLICE BEHAVIOR1. A high level of affiliation of police toward the organizationand dedication to the profession2. Greater police presence in the community (e.g. reducedadministrative work, visits to courts)3. Active participation by police officers with suggestions forimprovements at the strategic and operational levels in theuse of force4. More conflict resolution in emergencies without force or withlawful and professional use of force (including moral andethical norms)5. Reduced and less serious injury to police officers using forceand persons involved in these procedures4 Perspectives:Learning &growthInternalProcessesPolice BehaviorPublicPerspective
    • Destination Statement = Desired state ofthe police regarding the use of force in 2010PUBLIC PERSPECTIVE1. A higher level of political culture in the relationship toward policework regarding the use of force2. Public acquaintance with the authority of the police in their use offorce and the correctness and effectiveness of the use of force3. Reduction in the payout of damage claims because ofunprofessional or unlawful use of force or failure to take requiredaction4. Reduction in the payout of damage claims because of irregularitiesin damage claim procedures (reduction in unprofessionally gatheredevidence, doubts regarding the impartiality of assessments of the useof force, poorly prepared procedural materials, insufficienttestimony, and insufficient cooperation among services)5. Lower costs for damage procedures6. Fewer grievances because of excessive use of force7. Fewer damage claims because of the use of force8. Reduction in court cases because of the use of force4 Perspectives:Learning &growthInternalProcessesPolice BehaviorPublicPerspectivePriority statements are determinedas the basis for the Strategy Map
    • R 1 Uniforminformation systemand database tomonitor damagepaymentsA2.234 Preparequality informationfor procedures forgathering evidenceR 20 Reduction inpayout of damageclaims because ofunprofessional use offorceR 19 Lowercosts fordamageproceduresR 18 Reduction inpayout of damageclaims because ofproceduralirregularitiesR 16 Fewer damageclaims because of theuse of forceR 17 Reductionin court casesbecause of the useof forceA1.2 Establish an“office” for datagathering and regularcontent and costevaluation of damageclaim proceduresA1.4 Establish acommoninformation supportfor data access andprocessingA1.3 Analyzelawfulness andprofessionalism ofpolice workinvolving the use offorceR 8 Publicawareness of theauthority of thepoliceA2.9Implement thecommunicationstrategy withthe public andindividualsR 14 Decrease ingrievances becauseof excessive use offorceR 15 Increasein out-of-courtsettlementsA1.9 Develop acommunicationstrategy with thepublic andindividualsR 9 Higher levelof politicalcultureLearningandgrowthPublicperspectiveInternalprocessesPolicebehaviorR 12 Conflicts resolvedthrough lawful andprofessional use of forceR 13 Reduced andless serious injury topersons involvedR 3 High level ofknowledge andtraining for the useof forceuporabo PSR 2 Qualityand sufficientconditions andteachingmaterialsR 4 Successfultests of training andmental and physicalability for the use offorceA2.5Train instructorsand police as wellas test theirtraining and abilityto use forceregularlyA1.1 Establish criteria forrewarding (1) successfultests of training and ability touse force (2) appropriate useof force on the job (3)suggestions forimprovementsA2.2 Upgradecase studylearningA1.5 Inspectconditions andteachingmaterials fortraining in theuse of forceregularlyR 7 Greaterdedication to theprofessionR 6 Greaterpolice presencein the communityR 5 Betterdeployment andorganization ofunitsA1.8 Regularanalyses oforganization andjob responsibilitiesA4.7 Establishlegal andpsychologicalassistance topoliceA1.7 Create astrategy for thedevelopment and useof forceA3.7 Work out rulesfor managingregulations andeliminating vaguenessR 11 Increasedsuggestions forimprovementR 10 HighorganizationalcommitmentA2.7 Implement andmonitor the strategy forthe use of force“R” 21Reduced injuriesto police whenusing force
    • ImpactFrequency
    • KPI Overload
    • R 1 Uniforminformation systemand database tomonitor damagepaymentsA2.234 Preparequality informationfor procedures forgathering evidenceR 20 Reduction inpayout of damageclaims because ofunprofessional use offorceR 19 Lowercosts fordamageproceduresR 18 Reduction inpayout of damageclaims because ofproceduralirregularitiesR 16 Fewer damageclaims because of theuse of forceR 17 Reductionin court casesbecause of the useof forceA1.2 Establish an“office” for datagathering and regularcontent and costevaluation of damageclaim proceduresA1.4 Establish acommoninformation supportfor data access andprocessingA1.3 Analyzelawfulness andprofessionalism ofpolice workinvolving the use offorceR 8 Publicawareness of theauthority of thepoliceA2.9Implement thecommunicationstrategy withthe public andindividualsR 14 Decrease ingrievances becauseof excessive use offorceR 15 Increasein out-of-courtsettlementsA1.9 Develop acommunicationstrategy with thepublic andindividualsR 9 Higher levelof politicalcultureLearningandgrowthPublicperspectiveInternalprocessesPolicebehaviorR 12 Conflicts resolvedthrough lawful andprofessional use of forceR 13 Reduced andless serious injury topersons involvedR 3 High level ofknowledge andtraining for the useof forceuporabo PSR 2 Qualityand sufficientconditions andteachingmaterialsR 4 Successfultests of training andmental and physicalability for the use offorceA2.5Train instructorsand police as wellas test theirtraining and abilityto use forceregularlyA1.1 Establish criteria forrewarding (1) successfultests of training and ability touse force (2) appropriate useof force on the job (3)suggestions forimprovementsA2.2 Upgradecase studylearningA1.5 Inspectconditions andteachingmaterials fortraining in theuse of forceregularlyR 7 Greaterdedication to theprofessionR 6 Greaterpolice presencein the communityR 5 Betterdeployment andorganization ofunitsA1.8 Regularanalyses oforganization andjob responsibilitiesA4.7 Establishlegal andpsychologicalassistance topoliceA1.7 Create astrategy for thedevelopment and useof forceA3.7 Work out rulesfor managingregulations andeliminating vaguenessR 11 Increasedsuggestions forimprovementR 10 HighorganizationalcommitmentA2.7 Implement andmonitor the strategy forthe use of force“R” 21Reduced injuriesto police whenusing force
    • OutcomeHigh organizationalcommittmenta) A measureof effortinvested intoactivityPerformance measuresOutcomea) Actual vs target hoursspent on a projecta) Actual vs target eurosspent for projectc) % increase inorganizationalcommittmentActivityEstablish legal andpsychologicalassistance to policeb) A measure ofimmediate effectof an activityc) A measure ofimpact of anactivityHow to Design a PerformanceMeasure?b2) % of police officers whoare satisfied with the legaland psychologicalassistanceb1) % of project completion
    • R 1 Uniforminformation systemand database tomonitor damagepaymentsA2.234 Preparequality informationfor procedures forgathering evidenceR 20 Reduction inpayout of damageclaims because ofunprofessional use offorceR 19 Lowercosts fordamageproceduresR 18 Reduction inpayout of damageclaims because ofproceduralirregularitiesR 16 Fewer damageclaims because of theuse of forceR 17 Reductionin court casesbecause of the useof forceA1.2 Establish an“office” for datagathering and regularcontent and costevaluation of damageclaim proceduresA1.4 Establish acommoninformation supportfor data access andprocessingA1.3 Analyzelawfulness andprofessionalism ofpolice workinvolving the use offorceR 8 Publicawareness of theauthority of thepoliceA2.9Implement thecommunicationstrategy withthe public andindividualsR 14 Decrease ingrievances becauseof excessive use offorceR 15 Increasein out-of-courtsettlementsA1.9 Develop acommunicationstrategy with thepublic andindividualsR 9 Higher levelof politicalcultureLearningandgrowthPublicperspectiveInternalprocessesPolicebehaviorR 12 Conflicts resolvedthrough lawful andprofessional use of forceR 13 Reduced andless serious injury topersons involvedR 3 High level ofknowledge andtraining for the useof forceuporabo PSR 2 Qualityand sufficientconditions andteachingmaterialsR 4 Successfultests of training andmental and physicalability for the use offorceA2.5Train instructorsand police as wellas test theirtraining and abilityto use forceregularlyA1.1 Establish criteria forrewarding (1) successfultests of training and ability touse force (2) appropriate useof force on the job (3)suggestions forimprovementsA2.2 Upgradecase studylearningA1.5 Inspectconditions andteachingmaterials fortraining in theuse of forceregularlyR 7 Greaterdedication to theprofessionR 6 Greaterpolice presencein the communityR 5 Betterdeployment andorganization ofunitsA1.8 Regularanalyses oforganization andjob responsibilitiesA4.7 Establishlegal andpsychologicalassistance topoliceA1.7 Create astrategy for thedevelopment and useof forceA3.7 Work out rulesfor managingregulations andeliminating vaguenessR 11 Increasedsuggestions forimprovementR 10 HighorganizationalcommitmentA2.7 Implement andmonitor the strategy forthe use of force“R” 21Reduced injuriesto police whenusing forceActual vs.target hrs% ofprojectcompletion%  inorganizationalcommittment% of police officerssafisfied with the legaland psychologicalassistance
    • Workshop – Part 1Designing performance measuresDesign performance measures for your strategy map.
    • OutcomeHigh organizationalcommittmenta) A measureof effortinvested intoactivityPerformance measuresOutcomea) Actual vs target hoursspent on a projecta) Actual vs target eurosspent for projectc) % increase inorganizationalcommittmentActivityEstablish legal andpsychologicalassistance to policeb) A measure ofimmediate effectof an activityc) A measure ofimpact of anactivityHow to Design a PerformanceMeasure?b2) % of police officers whoare satisfied with the legaland psychologicalassistanceb1) % of project completion
    • Measure Definition Form for ActivityPerformance Measures - exampleA = activity % of police officers who are satisfied with the legal and psychological assistanceSemi-annually100 %0 %Per cent(Number of police officers who are safisfiedwith L&P assistance/number of all policeofficers) * 10060 % 80 % 100 % 100 %40 % 60 %X ≥ targetTarget – 1 pp ≥ X ≥ target – 5 ppTarget – 6 pp ≥ XHR/Legal DepartmentA satisfied police officer chooses either 6 or 5on a 6-point evaluation scale
    • Measure Definition Form for OutcomePerformance Measures - exampleO = outcomeTarget – 4 pp ≥ X ≥ target – 8 ppTarget – 9 pp ≥ X% increase in organizational committmentannually80 %20 %Per cent(Number of committed policeofficers/number of all police officers) * 10030 % 40 % 60 % 70 %30 %HR DepartmentA committed police officer has at least 5hours of unpaid overtime in a monthX ≥ target – 3 pp
    • Workshop – Part 2Measure Definition Form for Activity PerformanceMeasures
    • Workshop – Part 2Measure Definition Form for OutcomePerformance Measures