How the Provincial Information & Analysis Unit (PIAU) pitched for the Performance Management System mapping KPIs of over 300,000 government officials across Punjab, project was deployed in 2010.
Mental Health Payment by Results - moving towards funding for mental health b...Mental Health Partnerships
This presentation by Julie Kell, NHS North Somerset CCG, describes how Mental Health Payment by Results sits at the centre of improved mental health services.
Julie describes a range of benefits that effective Mental Health Payment by Results can deliver including:
Improved outcomes for patients
Enhanced personalisation and choice
Better value for money
Improved service organisation and delivery
Reduction of variation in mental health services
Parity of esteem
Enhanced quality indicators
More accurate and comparable data
RapidSMS is a free and open source software created by UNICEF that allows organizations to use basic mobile phones for data collection and bulk SMS messaging. It aims to improve access to information, reduce costs, and provide tools to a global audience. The website features documentation, tutorials, case studies of implementations, and access to the source code to allow customization. It is designed for use by governments, organizations, and development practitioners.
Bgv 2323 A Revenue Sources For Clark Countyv4higdonla
1) The document discusses how Clark County Department of Family Services implemented IBM Cognos software to improve reporting, analytics, and decision making capabilities.
2) Key benefits included a 55% reduction in report development time, improved access to case data for determining best courses of action, and improved compliance through more readily available data.
3) A cost-benefit analysis found the system paid for itself within 9 months through increased productivity and improved access to federal funding.
During this webinar the Direct Contracting Model Options team hosted a webinar on Wednesday, December 18, 2019 from 1:30 p.m.- 3:00 p.m. EST. During this webinar, presenters provided information about benefit enhancements for the Direct Contracting Model Options.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
For more classes visit
www.snaptutorial.com
HSA 520 Final Exam Part 1
Question 1
Computational functions support:
Question 2
A Web-based PHR system will empower patients with:
Principles for Digital Development | 3rd of 3 presentationsJSI
On October 27th, 2014 JSI hosted the third in a series of interactive sessions the Principles for Digital Development. This meeting focused on the Principle 3: Design to Scale. It began with a discussion of how to design for scale from the very start, transitioned to a discussion of the importance of considering the implications of design beyond the immediate project, and then concentrated on designing solutions that are replicable and customizable in other countries and contexts. Joy Kamunyori (JSI) facilitated the meeting. Kate Wilson (PATH), Marion McNabb (Pathfinder International) and Sarah Andersson (JSI) presented. More information about the principles can be found here: http://ict4dprinciples.org/
The Frontier Community Health Integration Project (FCHIP) aims to improve access to care for Medicare beneficiaries in sparsely populated areas through testing interventions like telemedicine, ambulance services, nursing facility care, and home health. The 3-year demonstration will be administered by the CMS Innovation Center and must be budget neutral. Eligible providers must be located in states where at least 65% of counties have 6 or fewer residents per square mile. Applicants must show how their proposed interventions will improve care coordination, decrease transfers, and be cost-neutral through cost savings. They must submit details on staffing, partnerships, and a budget projection to participate.
Mental Health Payment by Results - moving towards funding for mental health b...Mental Health Partnerships
This presentation by Julie Kell, NHS North Somerset CCG, describes how Mental Health Payment by Results sits at the centre of improved mental health services.
Julie describes a range of benefits that effective Mental Health Payment by Results can deliver including:
Improved outcomes for patients
Enhanced personalisation and choice
Better value for money
Improved service organisation and delivery
Reduction of variation in mental health services
Parity of esteem
Enhanced quality indicators
More accurate and comparable data
RapidSMS is a free and open source software created by UNICEF that allows organizations to use basic mobile phones for data collection and bulk SMS messaging. It aims to improve access to information, reduce costs, and provide tools to a global audience. The website features documentation, tutorials, case studies of implementations, and access to the source code to allow customization. It is designed for use by governments, organizations, and development practitioners.
Bgv 2323 A Revenue Sources For Clark Countyv4higdonla
1) The document discusses how Clark County Department of Family Services implemented IBM Cognos software to improve reporting, analytics, and decision making capabilities.
2) Key benefits included a 55% reduction in report development time, improved access to case data for determining best courses of action, and improved compliance through more readily available data.
3) A cost-benefit analysis found the system paid for itself within 9 months through increased productivity and improved access to federal funding.
During this webinar the Direct Contracting Model Options team hosted a webinar on Wednesday, December 18, 2019 from 1:30 p.m.- 3:00 p.m. EST. During this webinar, presenters provided information about benefit enhancements for the Direct Contracting Model Options.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
For more classes visit
www.snaptutorial.com
HSA 520 Final Exam Part 1
Question 1
Computational functions support:
Question 2
A Web-based PHR system will empower patients with:
Principles for Digital Development | 3rd of 3 presentationsJSI
On October 27th, 2014 JSI hosted the third in a series of interactive sessions the Principles for Digital Development. This meeting focused on the Principle 3: Design to Scale. It began with a discussion of how to design for scale from the very start, transitioned to a discussion of the importance of considering the implications of design beyond the immediate project, and then concentrated on designing solutions that are replicable and customizable in other countries and contexts. Joy Kamunyori (JSI) facilitated the meeting. Kate Wilson (PATH), Marion McNabb (Pathfinder International) and Sarah Andersson (JSI) presented. More information about the principles can be found here: http://ict4dprinciples.org/
The Frontier Community Health Integration Project (FCHIP) aims to improve access to care for Medicare beneficiaries in sparsely populated areas through testing interventions like telemedicine, ambulance services, nursing facility care, and home health. The 3-year demonstration will be administered by the CMS Innovation Center and must be budget neutral. Eligible providers must be located in states where at least 65% of counties have 6 or fewer residents per square mile. Applicants must show how their proposed interventions will improve care coordination, decrease transfers, and be cost-neutral through cost savings. They must submit details on staffing, partnerships, and a budget projection to participate.
Challenges of policy implementation in public organizations.pptNGO SAPNA
Implementation of public policy is a real challenge. It needs systematic thinking, careful planning, close monitoring and effective performance evaluation.
The document provides an overview of Lean Six Sigma Green Belt training being offered by the County Executive Office. It introduces key concepts that will be covered in the training, including challenges faced by government, Lean and Six Sigma principles and tools, and an overview of the County's Service Excellence Program which uses continuous improvement methods. The training will help participants develop skills in areas such as facilitation, team building, and Lean Six Sigma thinking to identify and implement process improvements within their own work areas. The syllabus outlines lessons that will cover topics like defining processes, measuring performance, analyzing problems, and improving and controlling processes using Lean tools.
Preparation is the Key to Meaningful Use SuccessIatric Systems
This document summarizes a presentation on preparing for meaningful use audits. It provides an overview of recent CMS updates to stage 2 meaningful use requirements, common stumbling blocks providers face, how to conduct a gap analysis, lessons from customer audit experiences, the benefits of mock audits, how intelligent medical objects can help with requirements, and an outlook on future stage 3 goals. Contact information is provided for attendees to ask questions or provide feedback through a post-webcast survey for a chance to win a gift card.
This document provides an overview of the CBSA's Cost Factor Manual (CFM) and how it uses a stepped-variable approach to operational costing and capacity management. The CFM links financial expenditure data to program volumetrics at the Port of Entry level and Directorate level. It accounts for 100% of expenditures without double counting and balances to public accounts. The CFM is used to cost budget submissions, allocate resources, identify cost variances, and develop performance indicators. A visualization tool under development will allow users to analyze CFM data. Next steps include confirming the CFM's scope and limitations and deploying the tool to support engagement on an enterprise data warehouse.
2012 it in education management socio-technical gaps exposed by the tif programChristopher Thorn
The document discusses the core elements required by the US Department of Education's Teacher Incentive Fund grant program and how they exposed gaps in districts' socio-technical capabilities. Key requirements around communication, teacher evaluation, linking evaluation to professional development, and ensuring data quality challenged districts. Meeting these requirements often required new technologies, but the education sector lacks expertise in human capital management systems. States are now developing broader accountability systems, but the research is limited on effective practices.
The Oregon Health Authority is transferring Kentucky's Medicaid eligibility system called kynect to Oregon. The new system is called Oregon Eligibility (ONE) and will determine eligibility for Medicaid and provide a simplified application process. ONE will launch in phases, with the worker portal launching in December 2015 and the applicant portal launching in February 2016. ONE aims to improve access to healthcare, coordinate care for mixed households, and allow real-time eligibility determinations.
E-governance projects in India aim to improve governance and public services through digital technologies. Case studies show that projects like CIC in Northeast India and Suwidha in Punjab succeeded by developing business models, increasing public awareness, enabling community participation, and providing integrated services. While early e-governance efforts had mixed results, with only 15% being fully successful, scaling up best practices from successful pilot projects could help realize more of its potential benefits, such as increased transparency, efficiency and reduced corruption. Sustainability, evaluation, training and public-private partnerships are important factors for scalability.
E-governance projects in India aim to improve governance and public services through digital technologies. Case studies show that projects like CIC in Northeast India and Suwidha in Punjab succeeded by developing business models, increasing public awareness, enabling community participation, and providing integrated services. While early e-governance efforts had mixed results, with only 15% being fully successful, scaling up best practices from successful pilot projects could help realize more of its potential benefits, such as increased transparency, efficiency and reduced corruption. Sustainability, evaluation, training and public-private partnerships are important factors for scalability.
Interoperability & Crowdsourcing: Can these improve the management of ANC pro...MEASURE Evaluation
The document discusses how the MomConnect program in South Africa is using interoperability and crowdsourcing to improve access to and quality of antenatal care (ANC). MomConnect allows pregnant women to register for services via cell phone, collecting registration data that is integrated with other health information systems. It also uses crowdsourcing by sending surveys to women to provide feedback on clinic services. This feedback has helped identify issues and improve clinics. The program aims to register all pregnancies early and provide targeted health messages and feedback mechanisms to support maternal health. Over 500,000 women registered in the first year.
Khulisa Management Services- ECD Site Monitoring Instrumentkaleylemottee
This document provides an overview and summary of monitoring conducted of early childhood development conditional grant sites in South Africa between 2003-2004. It finds that:
1) Provincial and district officials were generally satisfied with the training provided and demonstrated relevant learning, though application and impact on organizational performance was only partially achieved.
2) The monitoring and support system was implemented with officials noting it provided structure, but many sites were only visited once and coverage varied significantly between provinces.
3) Provinces generally delivered the conditional grant funds on time, though a minority of sites could not show they received resource kits as intended.
4) Sites that received multiple visits showed progress, with most achieving average or strong performance, though a
The document discusses strategies used by Swartland Municipality to reduce red tape. Key strategies included implementing an Integrated Development Plan (IDP) and Performance Management System (PMS), developing a Client Services Charter, engaging in public consultation, and maintaining organizational and political stability. A case study highlights how building plans are now approved within 14 days on average, down from 30 days previously, through establishing clear application processes and tracking systems.
Transitioning from reach every district to reach every communityJSI
The presentation describes the expansion for routine immunization from district level to community level in Africa. Reaching remote communities is important to bring immunization to all children.
Initial Inventory of Workforce Development Programs that Align with High Dema...Fairfax County
Fairfax County Economic Success Plan recognizes that creating and sustaining a highly skilled workforce is a critical driver for economic success. However, the question is whether existing programs align with projected industry need? This initial inventory explores this question since the county's economic plan calls for coordination and efficient delivery of workforce and training programs and expanding STEM and STEAM training and preparation
Case Study: Automation of Treasury Department In Karnataka Government Md. Sohan Haidear
Presentation of Case Study on Chapter 6, from Management Information Systems, by Laudon Kenneth C.
We made this presentation as per the course instruction under the tutelage of Mr. A. T. M. Jakaria Khan, lecturer of Institute of Business Administration, University of Dhaka.
Australia - Making local public service delivery more productiveOECDtax
The document discusses improving public sector productivity in Australia through analysis of government reports and services. It summarizes the Report on Government Services, which provides performance information across 17 social service areas like health, education and community services. The report aims to improve transparency, accountability and identify best practices. It also discusses using indicators to measure outcomes, effectiveness, efficiency and equity of services. Future steps include streamlining the report's content to focus on most influential performance data and presenting information online.
The document discusses the limitations of performance indicators in driving continuous improvement in healthcare systems. It summarizes research finding that quality of care initially improved for conditions tied to incentives but gains did not persist over time. Both clinicians and patients reported negatives impacts on relationship-centered care. The document advocates measuring key development indicators along with traditional metrics to better support staff capacity building and a balanced focus on quality, outcomes, relationships and learning. A more holistic approach is needed to unlock potential and achieve sustainable performance gains.
- Fasieh Mehta is a results-oriented management professional with over 11 years of experience in business development, project management, and strategic sales.
- He has successfully led over 19 major ICT projects worth millions of dollars affecting 110 million citizens of Punjab.
- Currently he is a Senior Consultant at Oxford Policy Management working on digital governance projects in Pakistan. He is seeking a new challenging position to contribute his public and private sector experience.
Challenges of policy implementation in public organizations.pptNGO SAPNA
Implementation of public policy is a real challenge. It needs systematic thinking, careful planning, close monitoring and effective performance evaluation.
The document provides an overview of Lean Six Sigma Green Belt training being offered by the County Executive Office. It introduces key concepts that will be covered in the training, including challenges faced by government, Lean and Six Sigma principles and tools, and an overview of the County's Service Excellence Program which uses continuous improvement methods. The training will help participants develop skills in areas such as facilitation, team building, and Lean Six Sigma thinking to identify and implement process improvements within their own work areas. The syllabus outlines lessons that will cover topics like defining processes, measuring performance, analyzing problems, and improving and controlling processes using Lean tools.
Preparation is the Key to Meaningful Use SuccessIatric Systems
This document summarizes a presentation on preparing for meaningful use audits. It provides an overview of recent CMS updates to stage 2 meaningful use requirements, common stumbling blocks providers face, how to conduct a gap analysis, lessons from customer audit experiences, the benefits of mock audits, how intelligent medical objects can help with requirements, and an outlook on future stage 3 goals. Contact information is provided for attendees to ask questions or provide feedback through a post-webcast survey for a chance to win a gift card.
This document provides an overview of the CBSA's Cost Factor Manual (CFM) and how it uses a stepped-variable approach to operational costing and capacity management. The CFM links financial expenditure data to program volumetrics at the Port of Entry level and Directorate level. It accounts for 100% of expenditures without double counting and balances to public accounts. The CFM is used to cost budget submissions, allocate resources, identify cost variances, and develop performance indicators. A visualization tool under development will allow users to analyze CFM data. Next steps include confirming the CFM's scope and limitations and deploying the tool to support engagement on an enterprise data warehouse.
2012 it in education management socio-technical gaps exposed by the tif programChristopher Thorn
The document discusses the core elements required by the US Department of Education's Teacher Incentive Fund grant program and how they exposed gaps in districts' socio-technical capabilities. Key requirements around communication, teacher evaluation, linking evaluation to professional development, and ensuring data quality challenged districts. Meeting these requirements often required new technologies, but the education sector lacks expertise in human capital management systems. States are now developing broader accountability systems, but the research is limited on effective practices.
The Oregon Health Authority is transferring Kentucky's Medicaid eligibility system called kynect to Oregon. The new system is called Oregon Eligibility (ONE) and will determine eligibility for Medicaid and provide a simplified application process. ONE will launch in phases, with the worker portal launching in December 2015 and the applicant portal launching in February 2016. ONE aims to improve access to healthcare, coordinate care for mixed households, and allow real-time eligibility determinations.
E-governance projects in India aim to improve governance and public services through digital technologies. Case studies show that projects like CIC in Northeast India and Suwidha in Punjab succeeded by developing business models, increasing public awareness, enabling community participation, and providing integrated services. While early e-governance efforts had mixed results, with only 15% being fully successful, scaling up best practices from successful pilot projects could help realize more of its potential benefits, such as increased transparency, efficiency and reduced corruption. Sustainability, evaluation, training and public-private partnerships are important factors for scalability.
E-governance projects in India aim to improve governance and public services through digital technologies. Case studies show that projects like CIC in Northeast India and Suwidha in Punjab succeeded by developing business models, increasing public awareness, enabling community participation, and providing integrated services. While early e-governance efforts had mixed results, with only 15% being fully successful, scaling up best practices from successful pilot projects could help realize more of its potential benefits, such as increased transparency, efficiency and reduced corruption. Sustainability, evaluation, training and public-private partnerships are important factors for scalability.
Interoperability & Crowdsourcing: Can these improve the management of ANC pro...MEASURE Evaluation
The document discusses how the MomConnect program in South Africa is using interoperability and crowdsourcing to improve access to and quality of antenatal care (ANC). MomConnect allows pregnant women to register for services via cell phone, collecting registration data that is integrated with other health information systems. It also uses crowdsourcing by sending surveys to women to provide feedback on clinic services. This feedback has helped identify issues and improve clinics. The program aims to register all pregnancies early and provide targeted health messages and feedback mechanisms to support maternal health. Over 500,000 women registered in the first year.
Khulisa Management Services- ECD Site Monitoring Instrumentkaleylemottee
This document provides an overview and summary of monitoring conducted of early childhood development conditional grant sites in South Africa between 2003-2004. It finds that:
1) Provincial and district officials were generally satisfied with the training provided and demonstrated relevant learning, though application and impact on organizational performance was only partially achieved.
2) The monitoring and support system was implemented with officials noting it provided structure, but many sites were only visited once and coverage varied significantly between provinces.
3) Provinces generally delivered the conditional grant funds on time, though a minority of sites could not show they received resource kits as intended.
4) Sites that received multiple visits showed progress, with most achieving average or strong performance, though a
The document discusses strategies used by Swartland Municipality to reduce red tape. Key strategies included implementing an Integrated Development Plan (IDP) and Performance Management System (PMS), developing a Client Services Charter, engaging in public consultation, and maintaining organizational and political stability. A case study highlights how building plans are now approved within 14 days on average, down from 30 days previously, through establishing clear application processes and tracking systems.
Transitioning from reach every district to reach every communityJSI
The presentation describes the expansion for routine immunization from district level to community level in Africa. Reaching remote communities is important to bring immunization to all children.
Initial Inventory of Workforce Development Programs that Align with High Dema...Fairfax County
Fairfax County Economic Success Plan recognizes that creating and sustaining a highly skilled workforce is a critical driver for economic success. However, the question is whether existing programs align with projected industry need? This initial inventory explores this question since the county's economic plan calls for coordination and efficient delivery of workforce and training programs and expanding STEM and STEAM training and preparation
Case Study: Automation of Treasury Department In Karnataka Government Md. Sohan Haidear
Presentation of Case Study on Chapter 6, from Management Information Systems, by Laudon Kenneth C.
We made this presentation as per the course instruction under the tutelage of Mr. A. T. M. Jakaria Khan, lecturer of Institute of Business Administration, University of Dhaka.
Australia - Making local public service delivery more productiveOECDtax
The document discusses improving public sector productivity in Australia through analysis of government reports and services. It summarizes the Report on Government Services, which provides performance information across 17 social service areas like health, education and community services. The report aims to improve transparency, accountability and identify best practices. It also discusses using indicators to measure outcomes, effectiveness, efficiency and equity of services. Future steps include streamlining the report's content to focus on most influential performance data and presenting information online.
The document discusses the limitations of performance indicators in driving continuous improvement in healthcare systems. It summarizes research finding that quality of care initially improved for conditions tied to incentives but gains did not persist over time. Both clinicians and patients reported negatives impacts on relationship-centered care. The document advocates measuring key development indicators along with traditional metrics to better support staff capacity building and a balanced focus on quality, outcomes, relationships and learning. A more holistic approach is needed to unlock potential and achieve sustainable performance gains.
Similar to Making Government Work - Improving Service Delivery in Punjab by deploying Performance Management System (20)
- Fasieh Mehta is a results-oriented management professional with over 11 years of experience in business development, project management, and strategic sales.
- He has successfully led over 19 major ICT projects worth millions of dollars affecting 110 million citizens of Punjab.
- Currently he is a Senior Consultant at Oxford Policy Management working on digital governance projects in Pakistan. He is seeking a new challenging position to contribute his public and private sector experience.
This document provides an overview of Pakistan's Citizen Feedback Monitoring Program, which was launched in 2008 in Jhang district to reduce petty corruption in public services. The program involved district officials calling citizens on their cell phones to get feedback on the quality of services received. It was later expanded province-wide in Punjab with help from Zubair Bhatti, the original creator of the program. The expansion faced challenges such as finding long-term management and scaling up to reach thousands of citizens daily. However, with political support from the Chief Minister, Bhatti was able to pilot an expanded model using automated calls and text messages to collect feedback from across Punjab.
Zimmedar Shehri (Responsible Citizen) Initiative of the Govt. of Punjab as pe...Fasieh Mehta
A platform where citizens could raise their voice and complain to the local govt. for issues that they face in their city, pertaining to man hole missing, spurious drugs being sold, banner or wall chalking, adulterated food or milk, price hike, hoarding, etc. Citizens can call on a toll free helpline accessible 24/7 and also lodge complaint by downloading Android app or going to the web.
Every complaint is pushed to an Android cell phone (over 1,500 given to the City District Government of Lahore) and resolution is tracked in real-time with GPS and pictorial evidence.
An Android mobile app was created for citizens and administrators to report election violations via photo and comments during the 2013 Punjab elections in India. The app could be downloaded from the Google Play Store by searching for "Punjab Election Management System" or "Punjab Elections" and allowed users to submit geo-tagged reports of violations that would appear on a map on the election management website. Users could take or select photos, add comments to describe violations, and submit or save reports.
The document discusses two citizen contact initiatives in Punjab, Pakistan: the Citizen Contact Centre and Punjab Blood Line. The Citizen Contact Centre is a shared facility that allows government departments to communicate with citizens via SMS, calls and other means to disseminate information, conduct surveys, and address complaints. Punjab Blood Line aims to address blood shortages by registering blood donors and facilitating matching of donors to donation requests through a call center and online platform. It has registered over 18,000 donors so far and mobilized donors to fulfill over 75 blood donation requests.
Lahore High Court Cause List Messaging System (CLMS) and Case History Look u...Fasieh Mehta
A presentation on how the Punjab IT Board has deployed the Cause List Messaging System (CLMS) for the Lahore High Court and its allied benches (Multan, Rawalpindi & Bahawalpur) and the case history look up helpline with multilingual support.
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
2. Problem Statement
Service Delivery Gap
1947 1995 2009
Service Delivery
Expectations
Actual Service
Delivery
Source: WDI, World Bank and Structured Interviews with Ministers, Secretaries and Field Officers2
3. Service
Delivery Gap
Resource Gap
Federal Govt.
Operational
Efficiency Gap
Capacity
Willingness to
Work
Institutional
Design
Policy
Framework
Institutional
Framework
Causes of Service Delivery Deficit
Source: Basic Theory of Informational Economics, Personnel
Economics: Past Lessons and Future Directions, Edward P Lazear
3
4. Which one is the Binding Constraint?
ResourceShortage
HRCapacity
Willingnessto
Work
InstitutionalDesign
Service-delivery
deficit
Binding
constraint?
If constraint is
non-binding,
improving it
won’t decrease
deficit
Maximumservice-deliverycapacityin
currentenvironment
4
5. So is Capacity a Binding Constraint?
• Government sector teachers are paid 5 times
more than private sector teachers
Source: Leaps Project
5
6. • Government sector teachers are more educated
and better trained than private sector teachers
Source: Leaps Project
6
7. • Yet children in private schools are 1.5-2.5
years ahead of children in government schools
Source: Leaps Project
7
8. • If we look at students that switch schooling
regime (private to public or vice versa)
• The same child performs worse when in a
government school than when in a private school
Source: Leaps Project
8
9. Service
Delivery Gap
Resource Gap
Federal Govt.
Operational
Efficiency Gap
Capacity
Willingness to
Work
Institutional
Design
Policy
Framework
Institutional
Framework
Causes of Service Delivery Deficit
Source: Basic Theory of Informational Economics, Personnel
Economics: Past Lessons and Future Directions, Edward P Lazear
9
10. Probability of being caught
(increases with information)
𝑃 F = 𝑝𝜏 ∙ 𝑝 𝛼
Probability of being punished
(decreases due to collusion)
Utility Function of a Public Sector Manager
𝑈 M = 𝑤𝑎𝑔𝑒 − 𝑒𝑓𝑓𝑜𝑟𝑡 + 𝑎𝑙𝑡𝑟𝑢𝑖𝑠𝑚 + 𝑝𝑒𝑟𝑠𝑜𝑛𝑎𝑙 𝑔𝑎𝑖𝑛
𝑤𝑎𝑔𝑒 = 𝑤𝑠 + 𝑤𝑝
salary perks &
privileges
𝑒𝑓𝑓𝑜𝑟𝑡 = 𝑒 𝑞 𝑝
‘units’ of public goods delivered
𝑝𝑒𝑟𝑠𝑜𝑛𝑎𝑙 𝑔𝑎𝑖𝑛 = 𝐸(𝜋)
𝑄
𝑞 𝑝
sum of units of public goods converted into private goods
Q = total units in control
expected return on
each unit
𝑃 S = 1 − 𝑃(F)
Probability of success
Probability of failure
Expected Return of Allocative Distortion
Reward of succeeding
𝐸 𝜋 = 𝛽 ∙ 𝑃 S − δ ∙ P F
Cost of failure
(via allocative distortion)
10
11. Service
Delivery Gap
Resource Gap
Federal Govt.
Operational
Efficiency Gap
Capacity
Willingness to
Work
Institutional
Design
Policy
Framework
Institutional
Framework
Service
Delivery Gap
Resource Gap
Federal Govt.
Operational
Efficiency Gap
Capacity
Willingness to
Work
Collusion
Information
Failure
Institutional
Design
Policy
Framework
Institutional
Framework
Causes of Service-delivery Deficit
11
12. 𝑈 M = 𝑤𝑠 + 𝑤𝑝 − 𝑒 𝑞 𝑝 + 𝜇
+ 𝛽 ∙ (1 − 𝑝𝜏 𝑝 𝛼) − δ ∙ 𝑝𝜏 𝑝 𝛼
𝑄
𝑞 𝑝
Utility Function of a Public Sector Manager
Allocative Distortion
Can be increased with improved monitoring
12
13. Where We See Allocative Distortion
• Irrigation & Power
– Unequal distribution of water
• Education
– Teacher absence
• Health
– Non-provision of medicines
– Medical staff absence
17
14. How to Differentiate Employee
Performance in Presence of Other Gaps
Average
performance
Theoretical limits of service delivery outcomes
Performance spectrum of employees working in similar environment
Compare top-
performing and
lowest-performing
employees with
reference to
average
performance
18
15. WHERE will allocative
distortion show up?
1. Amount of unaccounted water
2. Dry tails
3. Reporting discrepancies
4. Missing gauges
WHOis doing it?
1. Superintendent Engineer (SE)
2. Divisional Canal Officer (XEN)
3. Sub-divisional Canal Officer (SDO)
WHAT are
departments doing?
HOW are they doing it?
1. Making Changes in Water Distribution
2. Ensuring Channel Safety Against Damage
3. Regulation of Irrigation Channels
4. Monitoring of Outlet Performance
Ensuring Equitable
Water Distribution
How to Define the Best Indicators?Example Irrigation
19
16. Developing an Evaluation System
Work
Breakdown into
Activities
Process
Mapping
Responsibility
Assignment
Key
Performance
Indicators (KPIs)
System
Development
Secretary’s
Dashboard
20
18. Current Progress
• WBS nodes: 7,312
• Process maps: 3,427
• Process steps: 34,448
• Managers identified: 2,520
• KPIs developed for 6 departments
– Health
– Higher Education
– Schools Education
– Irrigation & Power
– Board of Revenue
– Home (Punjab Prisons)
• Data collection started for
– Higher Education
– Irrigation & Power
22
19. Way Forward?
Role of Key Performance Indicators in
Wider Punjab Good Governance
Initiative
23
20. Appendices
• KPI progress
• Other interventions
– Citizen Feedback Model
– Litigation Monitoring System
– CM Directives
24
21. Citizen Feedback Model
• Aim: Decrease Petty corruption
• Model: Gather feedback through phone calls
from the citizens who received a service from
the government office
• To be implemented in 7 districts for 5 services.
– Registration of Property
– Provision of Free Medicine in Emergency
– Surgical Procedures
– Issuance of MLC
– Pension cases
25
22. Proposed Interventions
• Service provider is made bound to provide Cell# of the citizen
availing the service
• Manager/ Senior Office of the Provincial government calls the
citizens in a systematic fashion to know about their experiences.
• Over time the telephonic feedback will generate patterns of service
provider’s behavior.
• Such patterns once analyzed will throw up worst service delivery
nodes.
• It is believed that once the worst service delivery nodes are
identified, the service managers can be sorted out through
administrative actions like transfers and/ or targeted investigations.
• The intervention explained so far captures non-collusive corruption
only. Therefore, supplementary intervention was introduced.
26
23. Role of PIAU
Step1: Development of Paper Based Data Capture at Service
Delivery Node
Step2: Development of Online Data Entry System
Step3: Development of Feed back Capturing Forms
• DCO: Forms will be generated to enter the feedback
• Call Center: A representative random sample of transactions are
selected for gathering feedback.
Step 4: Development of Online Data Entry system of the
Collected Feedback
Step 5: Development of System to detect Collusive Corruption
Step6: Analysis of Patterns (to be put up to concerned
departments, CS and CM)
27
24. Intervention Cycle for Services
Development of
Data Entry
Forms at
Service Delivery
Node
System for
Online Data
Entry System
Development
of Feed back
Call Forms
System for
Online Data
Entry of the
Collected
feedback
Development of
System to
Detect Collusive
Corruption & In-
efficiency
Revenue
Registration of
Property
Completed Completed Completed Completed Completed
Health Services
Provision of Free
Medicine in
Emergency
Completed Completed Completed Completed
Minor Surgical
Procedures
Completed Completed Completed Completed
Issuance of MLC Completed Completed Completed Completed
School Education
Pension & Leave
Cases
In Progress In Progress
28
28. Litigation Monitoring System
• Current System
– Court summons are forwarded to relevant departments.
– Summons sometimes incorrectly sent to wrong department
• Need Gap
– The Law department is unable to effectively monitor litigation activity because of
delayed intimation/responses from relevant departments
– Delayed response to court summons (due to lack of coordination) results in
adverse judgments and expiration of appeal windows
• Solution
– Litigation Monitoring System - track status of cases to help streamline the
monitoring process for the Law and concerned departments
– Value Addition
• Availability of quick snapshots will help Secretaries identify gaps, timely escalation of
overdue cases will improve response time and assigning of responsibility will become
easier in case of lapses
• Status
– Development work for the initial release of the software is underway
32
29. Entering Cases
For priority cases
Has case been sanctioned
by Law department?
May be different from
concerned
department
Post-admittance,
evidence, arguments, etc.
Once the case is entered, it will appear on the Solicitor/AG’s dashboard and a law counsel will be assigned to the case
33
30. Updating Cases
Select existing case from
database
Y/N (In case date was
postponed without hearing)
Did gazetted officer represent
the department?
Immediately flags to
Solicitor/AG office
Option to attach scanned
documents
Person representing
department
•When next hearing date passes and case is not updated, case is flagged automatically
•The case proceedings will be updated by law counsel. The Litigation officer will be able to view and comment on updates
34
31. CM Directives Monitoring System
• Current System
– Computerized Diary number issued for CM Directives but not used to
track implementation progress of Directives
• Need Gap
– Increase in volume of directives has rendered it difficult to track
progress on directives
– No pre-emptive information on delays, response always reactionary
• Solution
– Online CM Directives Monitoring System - tracks the entire activity
that takes place on a particular Directive once it is issued
– Value Addition
• Shorten the response time
• Improve coordination between departments
• Ensure relevant departments receive directive
• Status
– Preliminary software version under testing
35
35. Health Expenditure Per Capita
0
5
10
15
20
25
30
35
2002 2003 2004 2005 2006
HealthExpenditurepercapita(inUSD)
Bangladesh India Pakistan
Source: World Development
Indicators, World Bank 39
36. The Problem of Collusion
• Collusion is an exogenous variable
– Society
– Patronage-based politics
• Organizations are a subset of society
– Behavior dictated by society instead of vice-versa
– Minimum level of collusion given in society
– Change requires external intervention
• Pakistan
– High societal dependence on beradri
– High nepotism
– Social network guarantees insurance against shocks
– Khwaja, Mian (2005) study of loans data on 90,000 firms
from 1996-2002 find politically-linked firms borrow 45
percent more and have 50% higher default rates
40
37. Political-Administrative Interaction
• Government operating at two levels – De facto
and De jure
– De jure
• National leadership, CM, CS, Administrative Secretaries,
Commissioners, DCOs
– De facto
• Service managers – SHOs, Patwaris, Headmasters, Bulldozer
operators, etc
• Each tier faces different incentives
– Policy for improvement of one tier will not necessarily
affect the other if they have competing incentives
41
39. Incentives of Politicians
• National party leadership desires national/ provincial
seat
– Needs popular support for success
– Bargains for as many votes as possible
– Two types of votes available
• Patronage-based votes via local politicians
• Party-based votes via public popularity
– Negotiates with local politicians for patronage-based
votes using party-ticket
• Stronger party-based votes, more bargaining power
• Party-based votes can only be increased by provision of public
goods
43
40. Incentives of Politicians
• Local leader desires role in government
– Bargains using patronage-based vote bank that
can be used with any party
– Desires to get seat without making extra effort to
gain more votes (by providing public goods)
– Only do as much work as is required to maintain
patronage-based vote bank
• Provide public goods only to patrons (i.e. convert them
into private goods)
– Land tenure security, coercive force (police), health services,
etc
44
41. Incentives of Politicians
Maintenance of patronage-based
vote bank
• Patronage-based distribution of
public goods
• Long-term capture of position in
government (without permanent
alignment to political party)
Maximization of party-based
votes (i.e. gain support of
popular masses)
• Equitable distribution of public
goods
• Long-term sustainability of
party appeal
Locally elected
representatives
MNAs
MPAs
DE FACTO
(LOCAL)
POLITICIANS
DE JURE
(NATIONAL)
POLITICIANS
PM
CM
Party leaders
45
42. Interaction of Politicians with
Administration
• Incentives create a market for exchanging
political favours for public goods
– Administrator uses political favours to lower
probability of being held accountable
– Politician uses public goods as private goods for
community leaders of patronage-based voters
46
43. Trade of Public Goods for Political
Protection
Local
leader
s
National/
Provincial
leadership
Patron of local leader Political protection
Public goods traded as private goods
Service
Delivery
tier
Senior
public
managers
47
44. Institutional Design
• 18th Amendment
• Medium Term Development Framework
• Valuation of rural land
• Review of PLGO
• LRMIS
• Punjab Health Sector Reform Programme
• Punjab Education Sector Reform Programme
• Punjab Resource Management Programme
48
45. Learning and Educational Achievements
in Punjab Schools (LEAPS)
• Rigorous academic study carried out by Tahir Andrabi
(Pomona), Jishnu Das (World Bank), Asim Khwaja (Harvard),
Tara Vishwanath (World Bank) and Tristan Zajonc (Harvard)
• 112 villages (having at least 1 private school) studied for 4
years (2003 to 2007) in districts
– Attock
– Faislabad
– Rahim Yar Khan
• Sample
– 823 schools
– 5,000 teachers
– 12,000 children tested in Urdu, Math and English
– 2,000 households
49
46. Information Failure in Observing
Employee Performance
UNOBSERVABLE
PORTION
OBSERVABLE
PORTION
OBSERVED
PORTION
COMPLETE
INFORMATION
SET (only known
to employee
him/herself)
50
47. Empirical Support of Low Service-delivery
as a result of Information Failure
• Health service in Delhi, India
– Public-sector doctors are more competent, but exert
less effort
• Civil works (roads) in Indonesia
– Missing funds decreased from 27.7% to 19.2% by
increasing to monitoring.
• Driving licensing in India
– 2/3rd people obtaining licenses are not qualified to
drive
51
48. The Dire Straits of Medical Practice in
Delhi, India – Das and Hammer (2005)
• 205 doctors in Delhi assessed by interviewers acting as
patients
• Same doctors observed a month later in clinical
practice
• Observation
– Public sector doctors more competent than private sector
ones, but exert lesser effort than their counterparts
• Policy Insight
– To improve medical services for the poor greater emphasis
needs to be laid on changing the incentives of public
providers rather than increasing competence via training
52
49. Monitoring Corruption: Evidence from a
Field Experiment in Indonesia
• To study the impact of increasing top down monitoring on
corruption.
• Setting:
– 608 villages in Indonesia were selected where roads were to be built. Out
of these, some villages were selected randomly and told that their funds
usage will be audited by central authority. The missing funds ( reported
usage- actual usage) were taken as an indicator of corruption. The change
in percentage of missing funds before and after the intervention was
studied.
• Finding:
– The missing funds decreased from 27.7% to 19.2% .
• Policy Insight:
– The knowledge that a tighter level of monitoring is being exercised by the
superiors reduces corruption. However, this must be complimented with
higher chances of being punished.
53
50. Corruption in Obtaining Driving Licenses in India
(Bertrand, Djankov, Hanna and Mullainathan, 2006)
• Study undertaken in India to observe the process
of obtaining driving licenses by following 822
individuals through the application process
• Observations
– 1/3rd of those that obtained a License did not take the
driving test; all on average paid 2.5 times more that the
requisite fee and 2/3rd were unqualified to drive
– Extra legal payments were unavoidable and not paid
directly to corrupt bureaucrats, but to “agents”
– Process fails to implement the social goal it was
implemented for 54
51. Information Services
• KPI should not be looked into in isolation
• It will help Business Process Improvement for all
depts.
• Enterprise Service Bus:
– Get data from 36 Districts & 38 Departments
– Give services to public/employees
• Resultantly, the existing systems of departments
improve, e.g. Health:
– DHIS + PHSRP MIS
– Clerks bring Flash Drives from Districts to Lahore
– Amalgam of 5 systems with duplications
52. 56
CIVIL SECRETARIAT
LAHORE
CM SECRETARIAT
ITD, AIWAN-E-IQBAL
COMPLEX
MOST ISLAMABAD
NTC RACE COURSE
LAHORE
Comm. Tower
Comm. Tower
Comm. Tower
W
ireless
Link
W
ireless
Link
Satellite dish
Digital Cross Connect
(Dxx) (1 Mbps)
Digital Cross Connect
(Dxx)(1 Mbps)
Digital Cross Connect
(Dxx)(128Kbps)
Digital Cross Connect
(Dxx)(1 Mbps)
BRI ISDN
BRI ISDN
INTER - LAN CONNECTIVITY (THREE SITES)
These Links will be used for internet Access, inter
departmental communication, Email, Messaging
53. Linkages
• GATEWAY Portal: $3 million with Microsoft
– Dashboard for CM is only front-end
– What is the right information for the indicators? Where
is it going to come from?
– PITB has requested PIAU for Enterprise Service Bus
• The Urban Unit
– Established wireless networking* with PIAU for their GIS
data needs (e.g., Health data for PHSRP)
– CS + Secretaries would have GIS Decision Support
System
* All Wireless Network Equipment has been procured & installed but not yet operational since TUU’s Vendor defaulted
55. HR-MIS / PIFRA
• HR-MIS for ALL Depts. (ITD & PIFRA)
– PIFRA data currently being obtained in real-time
from AG office and ported to ITD system
– Transfer/Enquiry/Promotion orders for employees
NOT to be issued until first updated in system
– Pilot: Higher Education & Sialkot CDG
59
56. ... Linkages: Result Based Mgmt. (RBM)
• RBM is a public sector management philosophy
and approach that focuses on achievement of
goals and objectives for improved result delivery:
• Strategic planning
• Systematic implementation
• Effective resource usage
• Performance monitoring, measurement & reporting
• Evaluation to improve result delivery
– Next tranche of $150 million from PRMP
– Being dove-tailed formally with PIAU
•Thomas, Kosha, Malaysia: “Integrated Results Based Management,” 2008 Community of Practice on Managing for Development
Results,Annual Publication
•The World Bank/IBRD, “Designing and Building a Results-Based Monitoring and Evaluation System, A Tool for Public Sector
Management,” A Workshop for Government Officials and Their Development Partners, 2000
57. Case Study: Mohatir’s ICU
• New Remuneration System 1993
• Public Sector Agencies given freedom on
policies/procedures, akin to businesses
• Five Central Agencies for reform:
– Implementation Coordination Unit (ICU JPM) within
PM’s Office
– Malaysian Administrative Modernization And
Management Planning Unit (MAMPU), Economic
Planning Unit(ECU), Public Sector Department (PSD)
• Annual Contract System with Employees
– Goals set at beginning of year
– Remuneration dependent upon performance/goals
• Program Based Budgeting
Editor's Notes
RBM slides
Riots, law and order, transparency international. Wapda installations attacked?
Multiple constraints on performance, but not all constraints are equally binding. Most binding constraint has to be removed first.
Principal-agent problem, hidden information, hidden action
Job market slide
Principal cannot observe all information, action. Employee full info set- theoretically only known to him. Government wants to increase information. ACRs are not best record of performance. ACR: is a measure of the time spent with the person. Correlation direct. Nicely the time spent, not looking at work he did. Not necessarily related to work he does. Optimal contract. High risk, high pay job – weaker monitoring, public service requires greater monitoring. Contract mode not the best mode. Organizational memory, expertise, unique skills.
Political patronage -> if caught
Information economics -> build step-wise
Graph of each evidence paper
No of distorted slots.
Unaccounted water – cusecs
Department wise – wbs on this many pages
Process maps – pages
RAM – pages, # of managers identified, activities identified.
Work done so far / work to be done
Citizen feedback model
RBM
How collusion operates in society. Political + social. Nepotism data. Developed societies, insurance cover given by state – fair trial, disease and sickness. Our society: use support network to get fair trial, ensure services. Asim Khwaja, firms in KSE