FOCAL POINT AGREEMENTS : KEY PERFORMANCE INDICATORS

Transcription

1 FOCAL POINT AGREEMENTS : KEY PERFORMANCE INDICATORS Maria Astridou Global Performance Services Unit 37th Meeting of the Focal Point Network Hotel Crowne Plaza Bratislava Bratislava, Slovak Republik, 3-4 October 2018

2 RESULTS BASED MANAGEMENT: WHY NOW? Political and economic requirement to focus on effective delivery and to better evaluate the results: "Make sure that every action we take delivers maximum performance and value added" (Jean-Claude Juncker: Mission letters of Vice-Presidents- and Commissioners-designate) Make the output of the EU budget more visible for decision-makers and for citizens Move from value for money to European added value 2

3 RESULTS BASED MANAGEMENT - PRACTICAL DEFINITIONS Performance (results) based management is a systematic approach to performance improvement through an ongoing process of: establishing strategic performance objectives; measuring performance (results) by collecting, analysing, reviewing and reporting performance data; and using that data to drive improvement (e.g. through budgeting / policies / management practices). Performance measurement: the comparison of actual levels of performance to pre established target levels of performance. Objective: clear, explicit prior statement of the effects which an activity is expected to produce Result: actual benefits to direct beneficiaries (product/service) following their participation in the activity or on completion of the activity 3

4 RESULTS Outcomes: are the desired measurable changes in people, organizations, processes... consolidating benefits generated by the combination of outputs of Projects and Processes to the targeted internal and external customers/stakeholders/beneficiaries (e.g. process performance improvements, improved condition, increased capacity ) indicate progress towards achieving goals. Intermediate impacts: longer term benefits to our customers/stakeholders (satisfaction, utility) Global impacts: Downstream benefits to society (public health, trust in the food system) are often too broad to measure directly. 4

5 INTEGRATED PLANNING, MONITORING AND.more What we control What we influence directly What we influence indirectly Inputs Activities Outputs Outcomes Long term impact Performance data metrics Key Performance indicators 5

6 PERFORMANCE-BASED MANAGEMENT AND WORK PLAN Mission Strategic Objective Operational objective Inputs (I) Activities Outputs (O) Global impact Intermediate Impact of Projects & Processes to performance towards EFSA Strategy Benefits / expected outcomes generated by the combination of outputs of Projects and Processes Milestones/deliverables of Projects (DEV) Process Improvement Initiatives (PII) Outputs of Processes (BAU) Performance indicators linked to EFSA s Annual and Multiannual Work Programme in the Single Programming Document

7 SMART RESULTS: KPIS (WHAT WOULD SUCCESS LOOK LIKE?) Specific: Expected results must be exact, distinct and clearly stated. Vague language or generalities are not results. They should express the nature of expected changes, the beneficiaries, the region, etc. They should be as detailed as possible without being wordy. Measurable: Expected results must be assessable in some meaningful way, involving qualitative and/or quantitative characteristics (facts or opinions). Achievable: They must be realistically achievable using the human, financial and institutional resources available to the Organisation. Relevant: They must contribute to the attainment of the strategic objectives and respond to specific and recognised needs or challenges within the organisation s mandate. Time-bound: Expected results must be achievable within a specific timeframe 7

8 PERFORMANCE INDICATORS IN PRACTICE Performance targets set for each specific activity Yearly plan with level of execution of selected activities according performance target Level of execution of activity adjusted during reporting season Three categories of performance targets: Known at the end of year (ex-post) - performance target is typically a percentage Target is an absolute number Target is an indication whether the activity has been executed (yes/no) 8

9 PERFORMANCE INDICATORS IN PRACTICE Activities Output Output indicator Expected outcomes 1.4 Dissemination of requests for information. EFSA calls disseminated widely on national level % of requests disseminated within 10 working days after dissemination request being received Increased outreach of EFSA and MS information, with different results depending of the information disseminated e.g.: increased no. of expressions of interest submitted (for calls), increased number of G&P proposals/tenders submitted, wider volume of evidence shared for specific EFSA and MS scientific assessments, increased attendance of EFSA and MS events. 3.3 Organisation of national events relevant to EFSA/other FPs events organised Number of events executed during the year Increased knowledge about EFSA and FP activities; increased EFSA and FP visibility; increased engagement with EFSA s activities. 5.1 List of national data providers across data domains maintained list of data providers established and kept up to date YES/NO Efficient network of data providers. Relevant information cascaded at national level and to AF members. Fast response to requests pertaining to several data domains at national level, when needed. 9

10 PERFORMANCE INDICATORS IN PRACTICE Activities Output indicator Old scheme Performance based approach 1.4 Dissemination of requests for information. % of requests disseminated within 10 working days after dissemination request being received Not clear how many they had to be disseminated and how quickly Target for both: how much (basically the less are disseminated the lower the grant for that activity will be), and by when (10 days) 3.3 Organisation of national events relevant to EFSA/other FPs Number of events executed during the year The number of events not clear in the planning phase Target on number of events is set during the planning phase (2 events at least) 5.1 List of national data providers across data domains maintained list of data providers established and kept up to date The mapping of data providers performed by the data national scientific network representatives per domain Centralised mapping, facilitating two way communication: on a need basis in cross-data domains (e.g. access to data, sharing of data on open source platforms, etc.). 10

11 RESULTS BASED MANAGEMENT ADVANTAGES It enables: Decision making according to a results-based logic, linking inputs to activities to outputs to expected results (outcomes, impacts) Transparency of activities and clarity on accountabilities A participatory approach: seeing the big picture, shared objectives / shared results (with internal and external stakeholders/customers) Structured & facilitated reporting process Continuous improvement / feedback loops Demonstration and Communication of the results achieved 11

12 FP AGREEMENTS - PERFORMANCE INDICATORS 12

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