scholarly journals Performance measurement in the Government of Alberta

2017 ◽  
Vol 2 (1) ◽  
Author(s):  
Kimberley Speers
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Performance Measures ◽  
Risk Measures ◽  
Individual Performance ◽  
Annual Reports ◽  
Fiscal Year ◽  
Deputy Minister ◽  
Measurement Framework ◽  
The Government

Despite the proposed positive aspects of performance measurement, there have been numerous concerns raised about the limitations of being able to measure in a public sector environment. While some people tend to raise more technical concerns, others raised more philosophical concerns about the legitimacy and authenticity of the performance measurement process, given the measures are publicly reported in the government’s business plans and annual reports. In this sense, the legitimacy of performance measurement is threatened because the measures, targets, and results are perceived to be “massaged and manipulated” by management, a central agency, or a communications department. In other words, high-risk measures, such as those that fluctuate, are difficult to attribute, never meet their target, and have a low citizen satisfaction rating, are unlikely to get or remain in a business plan. The third challenge to measuring performance in a government setting is that the external performance measures and targets are linked to department, deputy minister and individual performance plans. This final challenge threatens the validity of the performance measurement framework in the sense that civil servants are likely to choose performance measures and targets that are easy to measure, are stable, and the targets are met or surpassed each fiscal year. It is this subjectivity and the technical challenges of performance measurement that lead to the questioning of the legitimacy and authenticity of reporting on performance in a public sector setting. This subjectivity of both performance and results contributes to the paradox of public reporting. On the one hand, a government can be praised for being transparent in its plans; on the other hand, it can be criticized for publishing politically safe and strategic information for fear of retaliation from the media, opposition parties, and disgruntled citizens. It is this paradox that will be explored in the article under the realm of bureaucratic propaganda.

The Fifth Perspective

2010 ◽  
pp. 2378-2388
Author(s):  
Preeti Goyal ◽  
Bhimaraya A. Metri
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Business Process Outsourcing ◽  
Organizational Boundaries ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Measurement Framework ◽  
External Relationships ◽  
New Perspective

Today, alliances, collaborations, and networks are synonymous with strategy. Business process outsourcing (BPO) is one such type of alliance. With increasing reliance on outsourcing, the organizational boundaries are blurring. The implications for the client organization can be tremendous, as it now relies on an outside organization to fulfill its operational objectives. Currently, there is no single framework that can effectively measure performance for BPO arrangements. In its present form, the balanced scorecard (BSC) only addresses the performance measurement needs of a single enterprise and any perspective on any external relationships is completely missing. The traditional BSC does not suffice as a performance measurement framework for BPO. While both the client and the vendor can use a BSC for their respective organizations, the strategic objectives of the organizations may not be met. In this article the authors propose a new perspective as an extension to the BSC, namely, the goals alignment perspective. Goals alignment of the two organizations will enable creation of performance measures that will help participating organizations to achieve their respective goals.

The Application of Fuzzy Performance Modelling Procedures in Extended Enterprise Performance Measurement

2011 ◽  
pp. 170-201
Author(s):  
Jian Zhou ◽  
Paul Folan ◽  
Harinder Jagdev ◽  
Jim Browne
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Value Chain ◽  
Performance Measurement System ◽  
Innovative Development ◽  
Enterprise Networks ◽  
Extended Enterprise ◽  
Performance Modelling ◽  
Measurement Framework ◽  
Modern Business

The concept of performance, as it is measured and evaluated, is undergoing a transformation in modern business organisations, so that partnering companies who form enterprise networks that work together across the value chain, can apply evolving performance measurement structures that more accurately capture value chain realities. In this chapter an Extended Enterprise (EE) performance measurement system that can theoretically present models, measures and data from all aspects of the participating companies’ functions in an EE is presented; together with the innovative development of a fuzzy-based performance modelling method, which acts as a supplement to the original procedural measurement framework, enabling the development of a system of performance measurement that is of greater relevance to both intra-organisational and inter-organisational levels, and which goes beyond current efforts to achieve greater reliability in the selection and implementation of performance measures.

Extending the Balanced Scorecard for Outsourcing

2010 ◽  
pp. 68-79
Author(s):  
Preeti Goyal ◽  
Bhimaraya A. Metri
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Balanced Scorecard ◽  
Business Process Outsourcing ◽  
Organizational Boundaries ◽  
Strategic Objectives ◽  
The Balanced Scorecard ◽  
Measurement Framework ◽  
External Relationships ◽  
New Perspective

Alliances, collaborations and networks are synonymous with strategy today. Business Process Outsourcing (BPO) is one such type of alliance. With increasing reliance on outsourcing, the organizational boundaries are blurring. The implications for the client organization can be tremendous, as it now relies on an outside organization to fulfill its operational objectives. Currently, there is no single framework, which can effectively measure performance for BPO arrangements. In its present form, the Balanced Scorecard (BSC) only addresses, the performance measurement needs of a single enterprise and any perspective on any external relationships is completely missing. The traditional BSC does not suffice as a performance measurement framework for BPO. While both the client and the vendor can use a BSC for their respective organizations, the strategic objectives of the organizations may not be met. In this chapter, the authors propose a new perspective as an extension to the BSC, namely the goals alignment perspective. Goals alignment of the two organizations will enable creation of performance measures that will help participating organizations to achieve their respective goals.

scholarly journals Contribution of Forestry in Economy and Employment Generation in Nepal

2021 ◽  
Vol 2 (2) ◽  
pp. 188-195
Author(s):  
Yamuna Paudel ◽  
Ashish Paudel
Keyword(s):  
Water Conservation ◽  
National Income ◽  
Forest Products ◽  
Forest Product ◽  
Annual Reports ◽  
Fiscal Year ◽  
Goods And Services ◽  
Forestry Sector ◽  
Employment Generation ◽  
The Government

The forestry sector provides a vast array of goods and services to mankind. Goods and services like timber, medicine, fodder, tourism carbon sequestration, and soil and water conservation were used by people from early ages. But its contribution hasn’t been accounted for properly. The study is aimed at collecting data on the contribution of the forestry sector to the national economy and employment generation in Nepal.  Data on the economy and employment contribution were collected from reviewing the literature, Nepal government's annual reports. At present agriculture and forestry sector contributes about 27% to the national GDP. Among different forest products timber is regarded as major production to earn royalty inside the country that Nepal government earned a royalty of NRs 279.9 million from annual production of 10.2 million cubic feet timber in the fiscal year 2019/2020. But non-timber forest product is regarded as the main forest product which is exported from the country that Nepal exported medicinal plants of US$6.48 million in 2016. Over 150,000 people are employed in timber-based manufacturing industries. The government institutions have provided around 143,000 employment in the forestry-related sector. Having high potentiality of contributing to job formation and income generation still forestry sector has not been regarded as a major sector of national income. Its contribution has not been accurately calculated which has underestimated the economic value of the forest. Hence, there is a need for the formation of proper valuation techniques and practice of keeping good market records of the utilization of natural resources and employment generation.

Performance Objectives and Measurement

Education ◽  
2011 ◽  
Author(s):  
Courtney L. Brown ◽  
Mindy Hightower King
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
The United States ◽  
Direct Products ◽  
Program Administrators ◽  
Performance Targets ◽  
Measurement Framework ◽  
And Performance ◽  
Measurement And Evaluation ◽  
Measurement Strategies

Performance objectives, often referred to as performance measures, are written statements that quantitatively describe the products, services, and outcomes of programs, agencies, or interventions. Most often, performance objectives/measures serve as a tool to help understand, manage, and improve how programs or organizations operate and the extent to which they effect desired change. Performance Measurement and Evaluation: Definitions and Relationships (US General Accounting Office 2011 [GAO-11-646sp], cited under General Overviews) provides the following definition: “Performance measurement is the ongoing monitoring and reporting of program accomplishments, particularly progress toward pre-established goals . . . Performance measures may address the type or level of program activities conducted (process), the direct products and services delivered by a program (outputs), or the results of those products and services (outcomes). A “program” may be any activity, project, function, or policy that has an identifiable purpose or set of objectives.” Performance measurement is an important practice in the public and nonprofit sectors of the United States and in many countries around the world. Executive and legislative initiatives require program administrators, contractors, and grantees to identify performance measures, set performance targets, and report on their progress toward meeting performance goals. As a result, program administrators and mangers frequently seek help in designing and implementing performance measurement strategies and systems. Often this support is provided by program evaluators, who bring stakeholders together to clarify program goals and determine how best to report results. Many of the citations included in this article are intended to provide readers with the skills to develop and implement “performance-measurement frameworks,” although the terms performance objectives, performance measures, and performance indicators are used interchangeably by different authors. A review of the literature in this area demonstrates that although there is some variation in the terminology used across different fields, performance measures or performance objectives always include a number and a unit of measure. In some cases, they may also be associated with goals (sometimes referred to as objectives, too). The citations in this article are intended to direct readers to works that define performance measurement and provide instructions on how to apply these constructs to individual programs or interventions. This article concludes with a brief section on tools and techniques related to the development of performance objectives/measure; this final section provides citations on examples and instructions for creating logic models, part of the performance-measurement framework, as well as specifics on writing performance objectives and measures.

Jamaican budget offers stability, but risks persist

2015 ◽  
Keyword(s):  
Public Sector ◽  
Fiscal Year ◽  
Investment Climate ◽  
Content Type ◽  
Finance Minister ◽  
The Government ◽  
Economic Outlook

Subject Jamaica's economic outlook. Significance The government has worked hard to stabilise the economy after several years of uncertainty. Its policies for the next fiscal year, presented by the finance minister on March 12, set out plans to maintain stability and lay the groundwork for re-invigorating growth. Impacts Sluggish growth will only be boosted by improved productivity and a better investment climate. The debt-to-GDP ratio is unlikely to fall to 100% -- until at least 2020. Continued public sector wage freezes risk undermining support for the economic programme.

Charts of Public Land Sales and Entries

1964 ◽  
Vol 24 (1) ◽  
pp. 22-28
Author(s):  
Paul W. Gates
Keyword(s):  
Public Lands ◽  
Annual Reports ◽  
Fiscal Year ◽  
Public Land ◽  
Published Data ◽  
The Public ◽  
General Land Office ◽  
History Of ◽  
The Difference ◽  
The Government

Critical readers of The Public Lands. Studies in the History of the Public Domain, edited by Vernon Carstensen, whatever the merits of its other features, cannot but be struck by the fact that separate charts showing interest in the public lands—as evidenced first by income from sales and second by the total of land entries in acreage—differ so widely. One explanation for some of the difference is that Arthur H. Cole, in compiling the data for the charts showing income from sales, seems to have used the calendar year, whereas the chart showing original land entries is based on the data for the government fiscal year. Another difficulty is that the Cole chart is prepared from manuscript schedules in the old General Land Office and they do not coincide with the published data in the Annual Reports of that office.

scholarly journals PENERAPAN KONSEP BALANCED SCORECARD DALAM PENGUKURAN KINERJA INSTANSI PEMERINTAH PADA INSTITUT PEMERINTAHAN DALAM NEGERI

2019 ◽  
Vol 45 (2) ◽  
pp. 189-202
Author(s):  
Rasidi Rasidi ◽  
Rudi Sadmoko
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Measurement Data ◽  
Performance Measurement System ◽  
The Balanced Scorecard ◽  
The Public ◽  
Performance Report ◽  
The Government

Performance in the public sector is multidimensional and comprehensive, so that the nature of output produced by the public sector is more intangible output, so to measure the performance of the public sector it is necessary to choose a comprehensive performance measurement technique that is the Balanced Scorecard. Research Objectives to describe the application of each Balanced Scorecard perspective in measuring agency performance. The research method used is descriptive qualitative method. IPDN is a public sector organization with a main focus on output that is "producing competent, character and personality cadres of government" which ultimately to serve and improve the welfare of the community. Thus the need for innovative development in implementing a comprehensive organizational performance measurement system that can be implemented by the work unit in measuring the performance of agencies as outlined in the Government Agency Performance Report. The concept of the Balanced Scorecard is integrated into the IPDN Strategic map and then mapped in the perspective mapping matrix, indicators, weights, and sources of measurement data, so that formulations for Organizational Performance Values ​​can be identified. The modification of the Balanced Scorecard method applied by IPDN agencies includes 4 (four) perspectives namely Customer & stakeholders perspective, Financial perspective, Internal business process perspective, and Learning and Growth perspective. Keywords: Balanced Scorecard, Strategic map, performance

scholarly journals Evaluating the Budget and Efficiency of the Security, Justice and Governance Cluster in Uganda: An Empirical Analysis

2015 ◽  
Vol 3 (2) ◽  
pp. 26
Author(s):  
Albert Byamugisha ◽  
Benon C. Basheka
Keyword(s):  
Service Delivery ◽  
Performance Measurement ◽  
Local Governments ◽  
Public Management ◽  
New Public Management ◽  
Role Of Government ◽  
Services Delivery ◽  
Measurement Framework ◽  
The Government ◽  
Effective Decision Making

Performance measurement has increasingly become central to the efficiency and effectiveness of any government – developed or developing. The introduction of public sector reforms, which transferred most service delivery obligations to the private sector under the New Public Management (NPM) doctrines, demanded a strong performance measurement framework. Sequel to continual government's role in public service delivery in the last decade coming under attack, a revival interest in the exact role of government in public services delivery has thus become imperative. Evaluating performance of different sectors of government is paramount and provides useful information for effective decision-making. This article presents empirical findings of the Government Half Annual Performance Report for the security, justice and governance cluster. The objective is to highlight areas where progress has been made against the set targets and actions and where delays have been occasioned within the context of Uganda. These findings however are useful in guiding different actors including Cabinet and line Ministries, Departments, Agencies and Local governments in ensuring that agreed targets are met at the end of the Financial Year.

scholarly journals Performance Measurement of Military Supply Chains

2018 ◽  
Vol 8 (02) ◽  
Author(s):  
Sanjay Sethi
Keyword(s):  
Supply Chain ◽  
Performance Measurement ◽  
Supply Chains ◽  
Reference Model ◽  
Armed Forces ◽  
The United States ◽  
Supply Chain Performance ◽  
Measurement Framework ◽  
The Government ◽  
The Military

Defence is the largest item of physical expenditure in the Union budget presented by the Government of India every year. A substantial portion of the budget is allocated for equipping the army, a task which is performed by a very complex and extended supply chain. Therefore, it is essential that the performance of the military’s supply chain is measured and monitored, so that the nation derives value from the expenditure made on the supply chain. Moreover, the effectiveness of the supply chain provides the defence forces competitive advantage, and thus its performance has a direct bearing on the country’s security. The wars in future are more likely to be a competition between the rival supply chains. Development of a suitable framework for measuring the performance of any extended supply chain is a challenging task. The challenge arises from the very design and nature of the supply chain construct. The entities which constitute the supply chain invariably have varied goals and objectives, and therefore more than often, they indulge in adversarial practices and operate in an environment of mutual distrust. The paper dwells upon the conceptual development of an ideal performance measurement framework for the military supply chain. It compares the military and commercial supply chains, and discusses some of the principal performance measurement frameworks, like the Balanced scorecard, Supply Chain Operations Reference model amongst others used by the commercial supply chains. It also discusses the endeavours made towards supply chain performance evaluation by some of the modern militaries to include that of the United States, United Kingdom, and Australia. It also briefly covers the Indian approach to evaluation of supply chain performance. The paper brings out the relevance of the subject, challenges there in, and its importance to the country’s armed forces.

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