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Performance Budgeting - Key Performance Indicators -- Andreas FRAYDENEGG, Austria


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This presentation was made by Andreas FRAYDENEGG, Ministry of Finance, Austria, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019

Published in: Government & Nonprofit
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Performance Budgeting - Key Performance Indicators -- Andreas FRAYDENEGG, Austria

  1. 1. Developing and Coordinating Key Performance Indicators Structures – Processes – Challenges Andreas Fraydenegg SeniorAdviser DG Budget – Department for General Issues, Coordination and Law Minsk, July 4th, 2019
  2. 2. Agenda • KPIs in the Austrian system of performance management • Lessons Learned • Future Challenges Key Performance Indicators 2
  3. 3. The Structure of Austria‘s Performance Management System Key Performance Indicators 3
  4. 4. KPIs in the Austrian system of performance management • Every performance goal has to include at least one indicator • For sub-goals and measures as well • „what gets measured gets managed“ • KPIs can – within a broad range – be defined by line ministries themselves • Availability of data and connection to the desired outcome are key elements • „Soft“ Quality assurance through Federal Performance Management Office and Court of Audit • No single , centralised national system of KPIs from which to choose Key Performance Indicators 4
  5. 5. Structures and Processes • Definition of performance goals, targets and KPIs falls into the responsibility of every line ministry – high degree of ministerial autonomy • Accountability and Flexibility • Usage of commonly accepted KPIs is encouraged by the MoF • Guidelines and trainings are offered by the Federal Academy of Administration • Political Project: „Austria to theTop“ – Getting better in international Rankings Key Performance Indicators 5
  6. 6. Combining KPIs: Don‘t miss the big picture… Key Performance Indicators 6 • Any social phenomenon may not be judged or managed by a single indicator, but more likely by a combination of different quantitative and qualitative indicators.
  7. 7. Coordination and Quality Assurance • Be SMART • Criteria are well known but difficult to implement • Still substantial resistance to „getting measured“ • Consistency is key! • … across departments • … across time • … with international KPI systems (e.g. SDGs, EU 2020) Key Performance Indicators 7
  8. 8. Lessons Learned • Coordination across Departments is still rather weak • Different, sometimes even conflicting indicators for similar proposed outcomes • KPIs are (still) treated with some suspicion by civil servants and politicians • Alignment with international standards and KPIs could be enhanced • Lack of ambition – triggered by low levels of trust between line ministries and the MoF • Ex post Evaluations often suffer from poor definition of KPIs and/or low quality of data Key Performance Indicators 8
  9. 9. Future Challenges • Enhancing the culture of performance • Being bolder – setting more ambitious targets • Generally no lack of data – but priorities are sometimes missing • Gender-disaggregated perspective is often lacking • Don‘t get spellbound by KPIs – Data must always be interpreted within its context • Use of KPIs and other data in public policy debate should be furthered • Strengthening the evidence-based perspective in policy formulation • Open Data? Key Performance Indicators 9
  10. 10. Thank you for your attention! Andreas Fraydenegg