A Computerized Performance Measurement System for City Administrations

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• A Computerized Performance Measurement System for
  City Administrations
• Marcelo Costa
• InfoQuality, Brazil

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Main Drivers of Performance Measurement in
Brazilian Municipalities

• Adhesion to the Public Sector Quality Program
  (nationwide initiative) and to local quality
  programs
• Brazilian citizens more and more conscious about
  their rights as taxpayers, constantly demanding
  effective results from public administrations
• Pressures imposed from organizations of the third
  sector
• Evaluation of government organizations based on
  the value they provide to the society
• 5.500 municipalities in need of tools to support
  the assessment of their performance.

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The Pilot Project
CITY ADMINISTRATIONS

• Rio Verde (Green River)
• and
• Anápolis

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The Model

• Based on four fundamental concepts
• Balanced Scorecard
• Performance Measurement System Report of the
  Foundation for the National Quality Prize
• Federal Government Quality Prize Excellence
  Criteria
• PDCA Cycle

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The Process
Plan
Act
Do
Check
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The Process
Organization of the municipalitys government
plan and construction of the strategy map
Refocusing
P
A
D
C
Register the evolution of the performance measures
Evaluation of the data against targets and
monitoring parameters
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Plan
Organization of the municipalitys government
plan and construction of the strategy map
P
A
D
C
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Plan Construction of the Strategy Map
An alternative way to represent the classic BSC
strategy map Hoshin Planning / PPA
P
Social Benefits
SYSCORE Model
Program 2
Program 3
Program 1
Skills Development
Infrastructure Development
Technological Improvement
Investment
Investment
Investment
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Plan Strategy Map
P
First Level
Second Level
Third Level
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Plan Strategy Map (The Strategy in Action)
P
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Do
P
A
D
C
Register the evolution of the performance measures
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Do Measures related to the Strategy Map
D
An in-depth look
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Do Evolution of the Performance Measures
D
a. Evolution of the measure
b. Critical analysis of performance
c. Details of the action plan
c
d. Email the measure owner
a
d
b
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Check
P
A
D
C
Evaluation of the data against targets and
monitoring parameters
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Check Evaluation of the data against targets
and monitoring parameters
C
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Check Dashboard
C
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Check Dashboard
C
Drilling-down to the causes of low performance
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Check Comparative analysis
C
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Check Effective use of the system to
understand

• How the government plan is developing?
• What is not working as predicted?
• What are the course corrections that must be made
  to hit the targets?
• What secretariats and agencies need extra care to
  perform better?
• Which threats and weaknesses must be eliminated
  or minimized?
• Which opportunities and strengths must be
  explored and maximized?
• How the secretariats / government agencies
  departments can work to constitute a system of
  interconnected, interrelated and interactive
  parts?

C
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Act
Refocusing
P
A
D
C
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Act
A

• Refocusing of
• Strategic, tactic and operational objectives
• Targets
• Action Plans.
• Continuously promoting municipalities top
  managers awareness on the need for
• Improved knowledge concerning performance
  management and
• Long-term vision, determinant of a strategic
  thinking behavior that is crucial for building a
  measurement culture.

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Reflections and Conclusions

• The most significant barriers for the use of the
  tool described are
• Lack of education regarding management methods
• Lack of experience on the use of IT systems
• The need of a reliable procedure that prevents
  the manipulation of the data by the measures
  owners, in cases of manually register.

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Reflections and Conclusions

• Nevertheless, it was validated by their users as
  a powerful management support that
• Can drive city managers decisions on a practical
  and friendly way
• Simplifies somewhat complex concepts of
  measurement theory
• Demystifies strategy execution and performance
  measurement.
• But depends on
• Strong commitment, knowledge and involvement of
  elected politicians and public servants
• Growing and persistent demands on the part of the
  taxpayers and other society stakeholders for
  data-based information on how city
  administrations are playing their role on serving
  the community.

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• Thank You!
• MARCELO COSTA
• InfoQuality, Brazil
• (5562)9243.3818
• marcelo_at_infoquality.com.br

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