The document provides an overview of India's government performance management system. Some key points:
1. India implemented a Results Framework Document (RFD) system to improve government accountability and performance. RFDs define departments' objectives, actions, and success indicators with targets.
2. RFDs are prepared annually, monitored during the year, and used to evaluate performance. They include prioritized objectives, outcome-oriented indicators, and independent scrutiny of targets.
3. The system was inspired by international examples and aims to address issues like unclear goals and priorities by clarifying expectations and increasing accountability for results.
4. Preliminary evidence suggests the RFD system has increased certain outcomes like reducing grievances and
Session 3: Evidence-based policy making and monitoring and evaluation frameworks
Session 4: Strategic enablers: HRM, budget, stakeholder engagement
Cairo, 10 July 2017
The one-day seminar co-organised by the Egyptian Ministry of Planning, Monitoring and Administrative Reform, the OECD MENA Governance Programme and SIGMA was initiated to provide representatives of the various key Egyptian centre of government institutions with an overview on whole-of-government co-ordination, strategic planning, evidence-based policy development and monitoring by introducing key concepts and international good examples from OECD member countries.
Session 3: Evidence-based policy making and monitoring and evaluation frameworks
Session 4: Strategic enablers: HRM, budget, stakeholder engagement
Cairo, 10 July 2017
The one-day seminar co-organised by the Egyptian Ministry of Planning, Monitoring and Administrative Reform, the OECD MENA Governance Programme and SIGMA was initiated to provide representatives of the various key Egyptian centre of government institutions with an overview on whole-of-government co-ordination, strategic planning, evidence-based policy development and monitoring by introducing key concepts and international good examples from OECD member countries.
Presentation on PMES by Dr. Prajapati Trivedi (2-2015)John Kamensky
The Government of India's Performance Management and Evaluation System highlights how well government agencies are performing. Former Secretary for Performance Management Prajapati Trivedi describes the system and how it was applied, 2009-2014.
Performance budgeting in the OECD: Highlights from the OECD 2011/2012 PB surv...OECD Governance
This presentation was made by Lisa Von Trapp, OECD, at the 10th OECD-Asian Senior Budget Officials Annual Meeting held in Bangkok, Thailand, on 18-19 December 2014.
This slideshow is about P4P model in health care and how it can transform the health care sector. It also talks about what is P4P it origin, budgeting methods, and how can it transform health care
• Performance management overview and relevance to public health
• Turning Point Performance Management System Framework overview
• Turning Point Performance Management System Framework 2012 refresh
• Tools to help your organization assess performance management capacity
• Performance management resources
Processes and Institutions for Effective ex post EvaluationOECD Governance
Presentation by Nick Malyshev, Regulatory Policy Division, OECD, at the 9th Conference on Measuring Regulatory Performance - Closing the Regulatory Cycle: Effective ex post Evaluation for Improved Policy Outcomes which took place in Lisbon on 20-21 June 2017. Further information is available at www.oecd.org/gov/regulatory-policy/measuring-regulatory-performance.htm.
This presentation was made by Wojciech ZIELINSKI, OECD, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
chapter 7 Rolling Out the Performance Management Sys.docxspoonerneddy
chapter
7
Rolling Out
the Performance
Management System
Good governance with good intentions is the hallmark of our government.
Implementation with integrity is our core passion.
-Narendra Modi
Learning Objedives
By the end of th is chapter, you will be able to do the following:
1. Prepare the rollout and 1mplementat1on of a new or up- and possibly. a manager 1n the role of arbitrator
dated and rev1sed performance management system by and final decision maker.
sett1ng up a commumcat1on plan. appeals process. rater s. Antic1pate unmtent1onal ratmg errors such as s1milar to
tra1mng program. and pilot test me. contrast. halo. pnmacy. recency. negat1v1ty. f1rst lm-
2. Create a commumcahon plan that answers the followmg key pression. stereotype. and attr1but1on.
quest1ons: What IS performance management? How does 6. Design and 1mplement rater errors. frame of reference.
performance management lit 1n the orgamzabon·s strategy7 and behavioral observat1on trammg programs to mmi-
How does everyone benefrt from the system7 How does the mize the impact of umntent1onal ratmg errors.
performance management system work7 What are every- 7. Devise a pilot test of the performance management system
one's responsrb1ht1es7 How IS performance management using a selected group of employees and managers from
related to other key organrzatronal inrt1at1ves7
3. Prepare interventions aimed at dealing with cognitive
biases (i.e .. selective exposure. selective perception.
selective retention) and resistance to change, involve all
employees and understand their needs. provide facts and
consequences of the system. and use multiple channels of
communication and credible communicators.
4. Devise an appeals process to enhance the integrity of the
performance management system that involves the human
resources (HR) department. a panel of managers and peers.
the organization.
8. As soon as the performance management system is in place.
collect various measurements. such as number of individuals
evaluated, quality of performance informat1on gathered.
quality of performance discussion meetings. user satisfac-
tion with the system. overall cosUbenefit ratio. and unrt- and
organization-level performance indicators-all of these will
provide information regarding the system's effectiveness
and the extent to which it is working the way rt should and
whether it is producing the expected results.
197
1518 Part II System Implementation
Chapters 4 and 5 described operational details about how to define and
measure performance. Chapter 6 described operational details about perfor-
mance analytics- the process of collecting and compiling performance data.
This chapter, the last one in Part II, continues to address operational issues in
implementing a performance management system. Specifically, it addresses
the steps needed to roll out the system, such as setting up good communica-
tion and appeals procedures that will gain system .
chapter 7 Rolling Out the Performance Management Sys.docxmccormicknadine86
chapter
7
Rolling Out
the Performance
Management System
Good governance with good intentions is the hallmark of our government.
Implementation with integrity is our core passion.
-Narendra Modi
Learning Objedives
By the end of th is chapter, you will be able to do the following:
1. Prepare the rollout and 1mplementat1on of a new or up- and possibly. a manager 1n the role of arbitrator
dated and rev1sed performance management system by and final decision maker.
sett1ng up a commumcat1on plan. appeals process. rater s. Antic1pate unmtent1onal ratmg errors such as s1milar to
tra1mng program. and pilot test me. contrast. halo. pnmacy. recency. negat1v1ty. f1rst lm-
2. Create a commumcahon plan that answers the followmg key pression. stereotype. and attr1but1on.
quest1ons: What IS performance management? How does 6. Design and 1mplement rater errors. frame of reference.
performance management lit 1n the orgamzabon·s strategy7 and behavioral observat1on trammg programs to mmi-
How does everyone benefrt from the system7 How does the mize the impact of umntent1onal ratmg errors.
performance management system work7 What are every- 7. Devise a pilot test of the performance management system
one's responsrb1ht1es7 How IS performance management using a selected group of employees and managers from
related to other key organrzatronal inrt1at1ves7
3. Prepare interventions aimed at dealing with cognitive
biases (i.e .. selective exposure. selective perception.
selective retention) and resistance to change, involve all
employees and understand their needs. provide facts and
consequences of the system. and use multiple channels of
communication and credible communicators.
4. Devise an appeals process to enhance the integrity of the
performance management system that involves the human
resources (HR) department. a panel of managers and peers.
the organization.
8. As soon as the performance management system is in place.
collect various measurements. such as number of individuals
evaluated, quality of performance informat1on gathered.
quality of performance discussion meetings. user satisfac-
tion with the system. overall cosUbenefit ratio. and unrt- and
organization-level performance indicators-all of these will
provide information regarding the system's effectiveness
and the extent to which it is working the way rt should and
whether it is producing the expected results.
197
1518 Part II System Implementation
Chapters 4 and 5 described operational details about how to define and
measure performance. Chapter 6 described operational details about perfor-
mance analytics- the process of collecting and compiling performance data.
This chapter, the last one in Part II, continues to address operational issues in
implementing a performance management system. Specifically, it addresses
the steps needed to roll out the system, such as setting up good communica-
tion and appeals procedures that will gain system ...
The aim of this presentation is to introduce Performance Management System (PMS) to Ekiti State Public Service highlighting the advantages and Prospects for an efficient Public Service.
Learn about how the South African government uses monitoring and evaluation to assess its performance.
Dr Ian Goldman, from the Department of Performance Monitoring and Evaluation: The Presidency, speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Performance budgeting practices - Lisa Von Trapp, OECDOECD Governance
This presentation was made by Lisa Von Trapp, Policy Analyst, OECD, at the 12th Annual Meeting on Performance and Results held at the OECD, Paris, on 24-25 November 2016
Annual Performance Agreement is an innovative approach of an organization to increase accountability, increase performance and use of resource properly
Presentation on PMES by Dr. Prajapati Trivedi (2-2015)John Kamensky
The Government of India's Performance Management and Evaluation System highlights how well government agencies are performing. Former Secretary for Performance Management Prajapati Trivedi describes the system and how it was applied, 2009-2014.
Performance budgeting in the OECD: Highlights from the OECD 2011/2012 PB surv...OECD Governance
This presentation was made by Lisa Von Trapp, OECD, at the 10th OECD-Asian Senior Budget Officials Annual Meeting held in Bangkok, Thailand, on 18-19 December 2014.
This slideshow is about P4P model in health care and how it can transform the health care sector. It also talks about what is P4P it origin, budgeting methods, and how can it transform health care
• Performance management overview and relevance to public health
• Turning Point Performance Management System Framework overview
• Turning Point Performance Management System Framework 2012 refresh
• Tools to help your organization assess performance management capacity
• Performance management resources
Processes and Institutions for Effective ex post EvaluationOECD Governance
Presentation by Nick Malyshev, Regulatory Policy Division, OECD, at the 9th Conference on Measuring Regulatory Performance - Closing the Regulatory Cycle: Effective ex post Evaluation for Improved Policy Outcomes which took place in Lisbon on 20-21 June 2017. Further information is available at www.oecd.org/gov/regulatory-policy/measuring-regulatory-performance.htm.
This presentation was made by Wojciech ZIELINSKI, OECD, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
chapter 7 Rolling Out the Performance Management Sys.docxspoonerneddy
chapter
7
Rolling Out
the Performance
Management System
Good governance with good intentions is the hallmark of our government.
Implementation with integrity is our core passion.
-Narendra Modi
Learning Objedives
By the end of th is chapter, you will be able to do the following:
1. Prepare the rollout and 1mplementat1on of a new or up- and possibly. a manager 1n the role of arbitrator
dated and rev1sed performance management system by and final decision maker.
sett1ng up a commumcat1on plan. appeals process. rater s. Antic1pate unmtent1onal ratmg errors such as s1milar to
tra1mng program. and pilot test me. contrast. halo. pnmacy. recency. negat1v1ty. f1rst lm-
2. Create a commumcahon plan that answers the followmg key pression. stereotype. and attr1but1on.
quest1ons: What IS performance management? How does 6. Design and 1mplement rater errors. frame of reference.
performance management lit 1n the orgamzabon·s strategy7 and behavioral observat1on trammg programs to mmi-
How does everyone benefrt from the system7 How does the mize the impact of umntent1onal ratmg errors.
performance management system work7 What are every- 7. Devise a pilot test of the performance management system
one's responsrb1ht1es7 How IS performance management using a selected group of employees and managers from
related to other key organrzatronal inrt1at1ves7
3. Prepare interventions aimed at dealing with cognitive
biases (i.e .. selective exposure. selective perception.
selective retention) and resistance to change, involve all
employees and understand their needs. provide facts and
consequences of the system. and use multiple channels of
communication and credible communicators.
4. Devise an appeals process to enhance the integrity of the
performance management system that involves the human
resources (HR) department. a panel of managers and peers.
the organization.
8. As soon as the performance management system is in place.
collect various measurements. such as number of individuals
evaluated, quality of performance informat1on gathered.
quality of performance discussion meetings. user satisfac-
tion with the system. overall cosUbenefit ratio. and unrt- and
organization-level performance indicators-all of these will
provide information regarding the system's effectiveness
and the extent to which it is working the way rt should and
whether it is producing the expected results.
197
1518 Part II System Implementation
Chapters 4 and 5 described operational details about how to define and
measure performance. Chapter 6 described operational details about perfor-
mance analytics- the process of collecting and compiling performance data.
This chapter, the last one in Part II, continues to address operational issues in
implementing a performance management system. Specifically, it addresses
the steps needed to roll out the system, such as setting up good communica-
tion and appeals procedures that will gain system .
chapter 7 Rolling Out the Performance Management Sys.docxmccormicknadine86
chapter
7
Rolling Out
the Performance
Management System
Good governance with good intentions is the hallmark of our government.
Implementation with integrity is our core passion.
-Narendra Modi
Learning Objedives
By the end of th is chapter, you will be able to do the following:
1. Prepare the rollout and 1mplementat1on of a new or up- and possibly. a manager 1n the role of arbitrator
dated and rev1sed performance management system by and final decision maker.
sett1ng up a commumcat1on plan. appeals process. rater s. Antic1pate unmtent1onal ratmg errors such as s1milar to
tra1mng program. and pilot test me. contrast. halo. pnmacy. recency. negat1v1ty. f1rst lm-
2. Create a commumcahon plan that answers the followmg key pression. stereotype. and attr1but1on.
quest1ons: What IS performance management? How does 6. Design and 1mplement rater errors. frame of reference.
performance management lit 1n the orgamzabon·s strategy7 and behavioral observat1on trammg programs to mmi-
How does everyone benefrt from the system7 How does the mize the impact of umntent1onal ratmg errors.
performance management system work7 What are every- 7. Devise a pilot test of the performance management system
one's responsrb1ht1es7 How IS performance management using a selected group of employees and managers from
related to other key organrzatronal inrt1at1ves7
3. Prepare interventions aimed at dealing with cognitive
biases (i.e .. selective exposure. selective perception.
selective retention) and resistance to change, involve all
employees and understand their needs. provide facts and
consequences of the system. and use multiple channels of
communication and credible communicators.
4. Devise an appeals process to enhance the integrity of the
performance management system that involves the human
resources (HR) department. a panel of managers and peers.
the organization.
8. As soon as the performance management system is in place.
collect various measurements. such as number of individuals
evaluated, quality of performance informat1on gathered.
quality of performance discussion meetings. user satisfac-
tion with the system. overall cosUbenefit ratio. and unrt- and
organization-level performance indicators-all of these will
provide information regarding the system's effectiveness
and the extent to which it is working the way rt should and
whether it is producing the expected results.
197
1518 Part II System Implementation
Chapters 4 and 5 described operational details about how to define and
measure performance. Chapter 6 described operational details about perfor-
mance analytics- the process of collecting and compiling performance data.
This chapter, the last one in Part II, continues to address operational issues in
implementing a performance management system. Specifically, it addresses
the steps needed to roll out the system, such as setting up good communica-
tion and appeals procedures that will gain system ...
The aim of this presentation is to introduce Performance Management System (PMS) to Ekiti State Public Service highlighting the advantages and Prospects for an efficient Public Service.
Learn about how the South African government uses monitoring and evaluation to assess its performance.
Dr Ian Goldman, from the Department of Performance Monitoring and Evaluation: The Presidency, speaks at the Tshikululu Social Investments Serious Social Investing 2013 workshop.
Performance budgeting practices - Lisa Von Trapp, OECDOECD Governance
This presentation was made by Lisa Von Trapp, Policy Analyst, OECD, at the 12th Annual Meeting on Performance and Results held at the OECD, Paris, on 24-25 November 2016
Annual Performance Agreement is an innovative approach of an organization to increase accountability, increase performance and use of resource properly
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1. OVERVIEW OF
GOVERNMENT PERFORMANCE MANAGEMENT SYSTEM IN INDIA
Former Secretary to Government of India
Performance Management Division
Cabinet Secretariat
Government of India
1
Senior Fellow (Governance)
Bharti Institute of Public Policy
Adjunct Professor of Public Policy
Indian School of Business
Professor Prajapati Trivedi
4. Presentation Outline
1. What do we do?
2. What is new about it?
3. Why do we do it this way?
4. International Experience
5. Impact of what we do?
4
5. Select Key Points
1. Countries in the world can be classified according
to their ability to implement policies and programs
2. Implementation depends on effective follow-up
(M&E) (another name for accountability and
Results-Based Management)
3. Effectiveness of follow-up and monitoring depends
on quality and not quantity of M&E (Effective
evaluation requires explicit rankings).
4. Degree of Accountability for results is synonymous
with Evaluation.
5
6. Select Key Points
5. Evaluation techniques for management control in
government are different from evaluation
techniques for strategic control.
6. Evaluation is one of the three systems required for
performance improvement – Information and
incentive systems being other two.
7. Accountability for results trickles down
8. Performance Evaluation is different from
Performance Explanation and Performance
Monitoring.
6
10. Success Indicator Budget
Performance
Budget
Outcome
Budget
RFD
1
How closely is it related to Organizational
Objectives
2 Are the objectives prioritized? No No No Yes
3 Are the success indicators prioritized? No No No Yes
4 Are the deviations agreed ex-ante? No No No Yes
5
What percentage of success indicators are
outcome-oriented?
6 How high does the accountability rest for results?
7 How well aligned are the targets with budget?
8
Is there an independent scrutiny of targets as well
as achievements?
No No No Yes
9
Is there a built in mechanism for medium term
expenditure and results perspective?
10 Is it linked to incentives? No No No Yes
11 Does it have political support?
12 Does the system produce a composite index? No No No Yes
Meta Evaluation:
Evaluating Evaluation Systems
10
13. Presentation Outline
1. What do we do?
2. What is new about it?
3. Why do we do it this way?
4. International Experience
5. Impact of what we do?
13
21. Results-Framework Document
An Instrument for Improving Government Performance
1. What is RFD?
2. How does RFD work? (The Process)
3. Origins of RFD Policy
4. What has been the progress in implementation?
21
22. 1. What is RFD?
(The Content of RFD)
1. What are department’s main
objectives for the year?
2. What actions are proposed to
achieve these objectives?
3. How to determine progress made in
implementing these actions?
seeks to address three basic questions:
22
23. Format of Result-Framework Document (RFD)
Section 1 Ministry’s Vision, Mission, Objectives and Functions.
Section 2 Inter se priorities among key objectives, success
indicators and targets.
Section 3 Trend values of the success indicators.
Section 4 Description and definition of success indicators and
proposed measurement methodology.
Section 5 Specific performance requirements from other
departments that are critical for delivering agreed
results.
Section 6 Outcome / Impact of activities of department/ ministry
23
24. Criteria /
Success Indicators
Weight
Target / Criteria Values
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
1
% Increase in number
of primary health care
centers
.50 30 25 20 10 5
2
% Increase in number
of people with access to
a primary health center
within 20 KMs
.30 20 18 16 14 12
3
Number of hospitals
with ISO 9000
certification by
December 31, 2009
.20 500 450 400 300 250
Section 2 of Results-Framework Document
24
25. Section 3:Trend Value of Success Indicators
Objective Actions
Success
Indicator
Unit
Actual
Value
for
FY 12/13
Actual
Value
for
FY 13/14
Target
Value
for
FY 14/15
Projected
Value
for
FY 15/16
Projected
Value
for
FY 16/17
Objective 1
Action 1 No. of Schools No. 500 650 800 1000 1400
Action 2
Action 3
Objective 2
Action 1
Action 2
Action 3
Objective 3
Action 1
Action 2
5-year Trend
25
26. Criteria /
Success Indicators
Weight
Target / Criteria Values
Achievement
Raw
Score
Weighted
Raw Score
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
1
% Increase in number of
primary health care centers .50 30 25 20 10 5 15 75% 37.5%
2
% Increase in number of
people with access to a
primary health center
within 20 KMs
.30 20 18 16 14 12 18 90% 27%
3
Number of hospitals with
ISO 9000 certification by
December 31, 2009
.20 500 450 400 300 250 600 100% 20%
Composite Score 84.5%
Calculation of Composite Score
Step 1 Step 2 Step 3 Step 4
26
28. Departments send RFD to
Cabinet Secretariat
RFDs reviewed by
PMD and ATF
Departments incorporate
PMD / ATF suggestions
RFDs approved by HPC on
Government Performance
Departments place RFDs
on Departmental Websites
Minister approves RFD
How does RFD work? (The Process)
28
29. 10th Report of
Second Administrative Reforms Commission
“Performance agreement is the most
common accountability mechanism in
most countries that have reformed their
public administration systems.”
Origins of PMD
6th Central Pay Commission
“Introduce Performance Related Incentive
Scheme (PRIS)
2008
2008
29
30. June
2009
September
2009
Prime Minister issued an order to
implement “Performance
Monitoring and Evaluation
System (PMES)”
President announced that the
Government will within 100 days:
Establish mechanisms for
performance monitoring and
performance evaluation in
government on a regular basis
Origins and Coverage of RFD Policy
30
31. 2009-2010 59 Departments
2010-2011 62 Departments
Current Coverage of RFD Policy
2011-2014 80 Departments
74 RFDs for Departments
6 Departments RFDS for RCs
800 Responsibility Centers
17 States 31
33. 2010-2014 Citizens’ / Clients’ Charter
Grievance Redress Mechanism
ISO 9001 in Government
Corruption Mitigation Strategies
Innovation in Government
Current Coverage of RFD Policy
SCOPE OF RFD
Implementing RTI in Government
Compliance with CAG Audit 33
34. Presentation Outline
What do we do?
2. What is new about it?
3. Why do we do it this way?
4. International Experience
5. Impact of what we do
34
37. Success Indicator Budget
Performance
Budget
Outcome
Budget
RFD
1
How closely is it related to Organizational
Objectives
2 Are the objectives prioritized? No No No Yes
3 Are the success indicators prioritized? No No No Yes
4 Are the deviations agreed ex-ante? No No No Yes
5
What percentage of success indicators are
outcome-oriented?
6 How high does the accountability rest for results?
7 How well aligned are the targets with budget?
8
Is there an independent scrutiny of targets as well
as achievements?
No No No Yes
9
Is there a built in mechanism for medium term
expenditure and results perspective?
10 Is it linked to incentives? No No No Yes
11 Does it have political support?
12 Does the system produce a composite index? No No No Yes
Meta Evaluation:
Evaluating Evaluation Systems
37
38. Presentation Outline
What do we do?
What is new about it?
3. Why do we do it this way?
4. International Experience
5. Impact of what we do
38
39. 3. Why do we do it this way?
3.3 Overall Approach
3.1 Diagnosis
3.2 Prescription
3.4 International Experience
39
40. Problems of Government Agencies - I
ADMINISTRATIVE MINISTRY EQUITY EFFICIENCY
MULTIPLE
PRINCIPALS
MULTIPLE
GOALS
FUZZY GOALS &
OBJECTIVES
PLANNING MINISTRY
FINANCE MINISTRY
PARLIAMENT
POLITICAL NON-POLITICAL
40
41. Problem of Government Agencies -II
“NOT ME”Syndrome
People
Public Enterprise
Government
Parliament
41
42. 3. Why do we do it this way?
3.3 Overall Approach
3.1 Diagnosis
3.2 Prescription
3.4 International Experience
42
45. Malaysia in
1970`
New Zealand
France
United Kingdom
Canada, Australia
Sweden, Netherlands
United States Denmark
Finland
Administrator
Manager
Bureaucracy
Market-type Mechanisms
Malaysia in
2005
New Public Management:
International Comparison
45
46. One Principle of NPM
Accountability for Results
Trickles Down
46
51. Reduce Quantity of
Government
Increase Quality of
Government
What can be done to solve the problem?
Government Agencies have not delivered
what was expected from them
Trickle-down
Approach
Direct
Approach
Privatization Traditional
Civil Service Reforms
51
52. 3. Why do we do it this way?
3.3 Overall Approach
3.1 Diagnosis
3.2 Prescription
3.4 International Experience
52
53. Story of 3 Three-legged Stools
Elements of
Government Performance Management
1
Elements of
Performance Improvement
2
Determinants of
Performance Perception
3
53
58. Perception = Achieving Targets
+ Quality of Interface
+ Communication
What explains the Perception Gap?
Citizen’s /
Clients
Charter
Grievance
Redress
Mechanism
59
85. A Message From The President's
Management Agenda...
"Government should be results-oriented—guided not by
process but guided by performance. There comes a time
when every program must be judged either a success or
a failure. Where we find success, we should repeat it,
share it, and make it the standard. And where we find
failure, we must call it by its name." - President George
W. Bush
86
102. Presentation Outline
What do we do?
What is new about it?
Why do we do it this way?
International Experience
4. Impact of what we do
103
103. Impact of PMES / RFD
Caveats
1. System not fully implemented
– Coverage (all remaining departments should be covered)
– Results (results should be declared officially)
– Consequence (there should be explicit consequence)
2. Impact follows 2-3 years after full implementation
104
Quantitative Evidence
1. Impact on departments
112. 104
125
0
20
40
60
80
100
120
140
Pre RFD… Post RFD…
Impact of RFD
Increase in Enhancement of Milk Production
Department of Animal Husbandry, Dairying and Fisheries
Pre RFD
2005-2009
Post RFD
2009-2014
Average
Annual Milk
Production
(MMT)
RFD
113
113. Impact of PMES / RFD
Qualitative Evidence
1. Findings of Ph. D. thesis on RFD
Conclusion that RFD has made a huge impact through
a. Development of a template to assess the
performance of Ministries objectively
b. Facilitating objective performance appraisal of
civil servants
c. Inculcating performance orientation in the civil
servants by channelizing their efforts towards
meeting organizational objectives
114
114. Impact of PMES / RFD
Qualitative Evidence
d. Facilitating a critical review of the schemes, programs
and internal organisational processes
e. Facilitating the policy makers to re-evaluate and redefine
the Ministry’s ‘Vision, Mission and Objectives
2. New Initiatives Introduced
a. Complete liquidation of stocks procured up to 2012-13
b. Procurement in non-conventional states
c. Preparation of National Register for GOI Lands
115
115. Impact of PMES / RFD
Qualitative Evidence
3. Larger Outputs
Target for Housing for Bidi workers increased from 10 K to
25 K (150% increase)
4. More Efficient Service Delivery
Target for settlement of EPF claims in 20 days 69 % to 90 %
5. Procedural Reforms
Introduced Award for best employer of Ex-Service Men
(ESM)
116
116. Impact of PMES / RFD
Qualitative Evidence
6. Better Decision Making
a. Timelines as Success Indicator have accelerated the
process of decision making, issue of sanctions and
release of funds, etc.
b. helped in development and adoption of better and
regular systems of monitoring and faster
introduction of IT based monitoring systems.
117
117. Impact of PMES / RFD
Qualitative Evidence
6. Better Decision Making
c. With a focus on RFDs for the Responsibility
Centres which are directly involved in
implementation of the schemes, the implementation
of the programmes and its monitoring has
improved.
d. RFDs clearly identify the shortcomings and critical
areas of concern in each Min/Dept.
118
118. Impact of PMES / RFD
Qualitative Evidence
6. Impact of MOUs
MOUs represent the counterpart of RFDs in public
enterprises. Given that they have had an overall
significant positive impact on the performance of
Central Public Sector Enterprises (CPSEs), it is
reasonable to expect RFDs to have a similar impact on
the performance of Government Departments.
Some data on CPSEs’ performance is presented next…
119
120. Lessons Learned
• Audacity of size – Pilots remain pilots
• Must have a composite index for
performance
– There must be rankings for it to work
• Accountability must be assigned to a person
• Accountability trickles down
• Vertical and Horizontal alignment
necessary
• It must be wholly indigenous effort
121
122. Lessons Learned
• Large-scale intensive training important
• You need a champion
• Location of Champion Matters
• Collaborate with academic institutions &
other government departments
• Effective Communications is important
123
123. Why the Focus on Performance ?
• First general point
– The power of performance management is now
widely recognized.
124
124. Former Prime Minister Mahathir Mohamad in his speech at
Commonwealth Association for Public Administration and
Management (CAPAM) Conference said:
“The quality of an effective government administration
can not be lower than that of its clients–
specifically the private sector .”
(Malta, November 1, 1996)
Government
Effectiveness Risk
125
125. A Taxonomy of
Performance Evaluation Approaches
Managerial
Performance
Agency
Performance
Ex-ante
Performance
Ex-post
Performance
C
C
P
P
Performance
Management
Performance
Audits
Productivity
126
127. • Financial Audit
presupposes existence of
Financial Statements
• Similarly Performance
Audit requires existence
of Performance
Statements
– Performance Management
• Indeed they are
Complementary
128
128. Financial Audit
1. A financial audit, or more accurately, an audit of
financial statements, is the verification of the
financial statements of a legal entity, with a view to
express an audit opinion.
2. The audit opinion is intended to provide reasonable
assurance that the financial statements are presented
fairly, in all material respects, and/or give a true and
fair view in accordance with the financial reporting
framework.
3. The purpose of an audit is to enhance the degree of
confidence of intended users in the financial
statements.
Performance Audit
A Performance audit
Performance
Performance
Performance
Performance reporting
Performance
129
146. Performance against
RFD Targets X Quality of RFD
= TRUE PERFORMANCE OF
THE ORGANIZATION
100 %
(RFD Composite Score) X
70 %
(Quality Rating
for RFD)
= 70 %
147
150. Thank You
151
Professor Prajapati Trivedi
Senior Fellow (Governance)
Bharti Institute of Public Policy
Adjunct Professor of Public Policy
Indian School of Business
prajapati_trivedi@isb.edu