FOR BUSINESS FROM THE FLOOR PERFORMANCE MANAGEMENT AS A TOOL FOR INNOVATIVE FINANCIAL INSTRUMENTS
PLAN OF PERFORMANCE: an organizational tool
The Legislative Decree no. 150 / 2009 allows you to set up projects of organizational innovation, taking into consideration-with the innovations introduced by the decree, they want to use them as opportunities to increase the public value is ¬ product.
It is, in a continuous improvement and management excellence, to optimize the performance of the institution, making it, as effectively as possible, measure ¬ bile and transparent.
The draft administrative innovation should be initiated to identify a model for measuring ¬ formance that does not have the presumption to be for ¬ fect but that the most appropriate for the institution uses and characteristics of the context in which is to re ¬ ease.
Tuning the Performance Plan is the tool for me ¬ improve the performance, conduct or direct ¬ organizers, make choices and fielding Actium ¬ tions effective to the needs of citizens. The realization
¬ tion of the plan's performance deve quindi intendersi all’interno di un progetto più ampio di cui il piano ne è il punto es¬senziale, quale documento che scaturisce e allo stes¬so tempo sintetizza un processo sia culturale sia tecnico.
Il progetto deve portare a nuove e innova¬tive modalità di lavoro interno e opportunità di con¬fronto con gli altri enti a livello nazionale ed euro¬peo.
Nodo centrale del progetto è quello di individuare le dimen¬sioni di misurazione della performance. Un passo importante e decisivo è quello di confrontare e allineare gli ambiti di misurazione della performance proposti dal D.Lgs. n. 150/2009, di cui all’art. 8, con le dimensio¬ni che l’ente è in grado di monitorare or where you feel the need.
In particular, we must ask whether the different dimensions of performance are adequately policed \u200b\u200bby them ¬ menagerie of instruments which the institution has, what tools to use to measure performance in various stages of implementing the program ¬ tion of the mayor's office, if management tools in the development cycle support staff adequately acknowledge ¬ ment of merit in relation to the performance of en ¬ you, finally, as a means to introduce or strengthen accountability and involve different stakeholders.
Lowering the size of the performance inside the 'body has to reflect on some points about the conditions for achieving an effective level of performance that can accompany an action of effective administrative and management improvements ¬ to: select performance indicators and expected to be significant ¬ values \u200b\u200bfor citizens and expressing the level of implementation of the mandate ¬ since the mayor and the level of performance improvement, program and monitor the internal conditions for the timely implementation of programmed through the choices orga ¬ nization, professional development, motivation and involvement of staff, internal communication, the use of the system premiums and resources, and, where ¬ DERE and monitor the level of communication and the degree of genuine involvement in ¬ do ¬ nal decision process, della capacità` di rendicontazione ai cittadini (sviluppo consapevole di una funzione di rendiconta¬zione per categorie di destinatari).
Il Piano della Perfomance
Partendo dagli ambiti di misurazione e valutazione della performance proposti dalla riforma del D.Lgs.n. 150/2009 , dalle indicazioni derivanti dalla delibera Civit 104/2010 e da una lettura sistematica degli strumenti già in essere presso gli enti abbiamo messo a punto un modello di rappresentazione della performance che prevede 5 ambiti di mi¬surazione e valutazione della performance (Moduli).
Gli ambiti di rappresentazione della performance sono:
• MODULO I: STRATEGIA E SUA ATTUAZIONE
La performance in questo ambito è intesa ¬ capacity as head of the institution to implement programs and projects of the administration, referring in particular to the contents of the program guidelines and program office of the mayor.
Performance Plan outlines the programs and projects of multi-annual programming and thus express the mission that characterizes the activities of the indi ¬ address.
The Plan also sets out the results of this into the framework pm ¬ monitored the progress of programs and projects and achievements than planned.
The first part of the Plan's performance monitor the implementation of the policies of the acts ¬ vate to meet the needs of collective ¬ ta. This area of \u200b\u200bperformance measurement is designed to programs and projects defined by the bodies of address.
The degree of implementation of the strategy plan for ¬ formance is powered by file-specific pro ¬ jet showing targets, indicators and defines the parameters for monitoring. For increasing levels of detail, so you can see which objectives of the project is made and what is the timeframe for implementation. Perfor ¬ mance indicators are identified in order to make possible the activity of acquiring information. To make it relevant measurement process, each indicating ¬ tor is connected to a goal of the project and is selected so as to give rise to ¬ ments of the appropriate goals.
established for each indicator is a result of the deviations and journals.
• MODULE II: ANALYSIS SERVICES
The performance of the institution is not fueled only by the level of implementation of the strategy, but also the quantity and quality of services provided.
The level of per ¬ formance is therefore determined by the stock of slaves ¬ zi that the institution provides to the citizens and the city and which characterize the action of the town ¬ terise compared with users and stakeholders.
information characterizing ¬ Zano this aspect of performance are main ¬ marily concerning the quantity and quality of services provided. The Performance Plan
services feeds through ¬ know specific service file.
performance monitored through the services file is com ¬ is related to indicators: quantity and quality of each ¬ scun service, efficiency of its finan ¬ tion, and the satisfaction expressed by users. For each indicator has shown the value obtained by the (state), the value is empty ¬ reach (target), the comparison of the levels reached in time by the rag ¬ (trend). Where can I highlights the achievements of other organizations in an optical benchmark optimal time (Benchmark).
• MODULE III: ECONOMIC SITUATION AND FINANCIAL ASSET-
Performance in this area is outlined by the state of health of the institution in the aspects, economic and fi-nancial, and organizational relations within the institution and to external stakeholders to it.
status sa ¬ lute entity monitors the capability to CARRY ¬ Gere its activities ensuring a balanced use of financial resources and personnel available, as well as the quality and level of relations that holds entertain ¬ brought with interest, agencies and institutions. Que ¬'m
context of performance shall monitor the levels of efficiency in resources, the level of organizational innovation and skills of employees, the qualitative and quantitative development of relations with citizens, users and other national and local authorities, including the devel ¬ opment of forms of participation and collaboration.
is through the establishment of a panel composed of different indicators and their deviations, highlight:
- health - economic and financial position;
- health relationships;
- the organizational health.
from the values \u200b\u200bof synthesis is possible to discuss the evaluations of individual areas. •
MODULE IV: Meeting demand
The performance measurement framework monitors the impact of this business of the (realized ¬ tion of the strategy and delivery of the service portfolio) on the external environment and its adequacy in responding to the needs expressed by the region.
The re ¬ sults are monitored and compared against what we intend to achieve in order to determine whether expected impacts have actually been made. In this area are obvious repercussions on the impacts that are unlikely to depend only on the actions taken by the administration. But the tenor of the impact is such that you can still monitor the Mersi ¬ existing levels.
• Module V: BENCHMARK
this field on the four previous defi ¬ vides external actors and their parameters against which the institution intends to deal with.
This allows the institution to verify its position with respect to institutions similar in size, features, and active ¬ ta, and compared to identify these strengths and cri ¬ ticity.
The performance level of authority is meant for it to be given by the levels of performance achieved by each of the five areas.
each area in turn is mint ¬ wings of files that monitor the perfor ¬ mance achieved for each project, service, etc. im ¬ pact. For
ciascuno di questi ambiti sono definiti obiettivi da realizzare, indicatori di performance per l’acquisizione delle informazioni, i target e i rispetti¬vi valori quali risultati che si intendono raggiungere per specifici periodi di tempo. Il modello del piano performance è pensato per stadi sempre maggiori di dettaglio in modo da favorire una consultazione semplice ed intuitiva.
Dall’applicazione di questo modello di misurazione della performance si dovrà migliorare l’individuazione di progetti e obiettivi efficaci e coe¬renti, rendere più efficiente il loro raggiungimento, orientare i comportamenti organizzativi dei dipen¬denti, e ottenere così migliori risultati. La rappresen¬tazione dei contenuti è stata designed to com ¬ municate in a simple but comprehensive administrative action to stakeholders and citizens.
Another urgent work to do, instead, concerns the identification standard for the comparison between the agencies on services, products and costs and also the start of a ra ¬ seasoned levels of essential services.
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KNOW TO DECIDE: PLANNING MANAGEMENT
randomized controlled trial performance measurement system is fed from the point of view of information, predominantly from the integrated planning and control.
An integrated system of planning and control of government is the instrument through which possible to translate the Programme into concrete action the mayor's election to be made. So the program
election is not "the book of dreams", but in reality is lowered management entity focused on achieving the shared objective ¬ tive mandate and the implementation of the commitments and promises on the basis of which the Mayor has received the confidence of the citizens who elected him.
The main actors interested and involved in this process are the Mayor, Councillors, CEO and management. Another crucial element is essential and good internal communication support throughout the process.
The traditional planning documents, ¬ tion and control program that municipalities have at their disposal and that every year should develop or draw (Budget, Three-Year Plan for Public Works, Plan of Management Executive, Pia ¬ no details of the objectives, financial capital) and lived to be addressed by promoting the simplification ¬ I integration, and therefore not as mere receptacles Adem ¬ formal, but a new perspective of sburocratiz ¬ tion, acts as part of their value and meaning, even years, giving them coherence ¬ za, making it a reading not only accounting, putting a doli ¬ system and avoids unnecessary duplication and Appe-Santo.
This approach constitutes the first step to en ¬ contraries view of a new culture of the institution in dealing with these issues: in this way can ¬ wings mind the concept of planning, programming ¬ tion and control coherent and integrated, giving the possi ¬ ity to the mayor and the junta to control the mind ¬ periodic progress implementation of its program directors evaluate the effectiveness of social policies in ¬ traprese.
The guiding principles that underlie the entire process are the involvement and participation of employees, citizens and the holders of interest in the programming of operations ¬ and ¬ is evaluation of the results. This becomes possible through the development of know ¬ measuring instruments Counting of the results and make ¬ oriented not only towards the in ¬ Terno institution, but also to the outside.
Starting then from the mayor and the administrative program planning guidelines approved by the City Council, Cabinet members and executives, in a ro ¬ joint work aimed at reconciling ideas and feasibility, translate the guidelines for political action with ¬ crete to play to give implement the election pledges to the city.
It is essential to a rewrite of the program shared mandate to identify key project results, time, resources and implementation by a logic of operational planning.
The "programs" and "projects" are The struc ¬ ture of the institution and program you are using ¬ processing of Forecasting and Planning Report in order to create a direct connection between ¬ tion program mandate and Forecasting and Planning Report.
Through the "operation" will provide the link to the annual planning: objectives of Peg (executive management plan) will know ¬ defined in a coherent, focused and ¬ to finalize the implementation of programs and projects of the Program office.
From methodological point of view, the actions constitute ¬ scone the link between programs and pro ¬ annual project plan contained in the mandate and objectives of the Mayor Annual entrusted by the junta to executives with the executive management plan.
Each lens is inserted into the peg to the working reference, each activity in turn is aimed at the implementation of projects and projects aimed at ¬ the implementation of the programs of the mayor.
The training process is organized through the Peg ¬ moments structured so that, starting from the month of lu ¬ Council, together with leaders and advisors are involved in the preparation of the budget the following year and, in parallel, the Peg.
This path of "negotiation" is developed through the next steps involving the definition of annual objectives, implementation-oriented programs, projects and operated ¬ tion of the plan term, the objectives are given to all managers, human resources, equipment and financial resources necessary to achieve them.
The above process of formation of the Peg in parallel with the budget of the institution shall be completed within the month of December with the APPROVAL ¬ there by the City Council of the budget, the City Council, in the first session
useful following the approval of the pre ¬ view, approve the executive management plan for the coming year. The Peg ¬ tion is therefore the instrument through which guide the relationship between junta leaders and setting out the responsibilities of the various actors: the political level defines objectives and allocates resources, the management level produces results, this relationship is a focal point of fon ¬ tance and needs to be managed through pro ¬ participatory process in which the people involved speak, listen and compare to achieve to shared solutions. The conclusion of this process of ap ¬ proval of the documents by the end of December.
With its next act, the general ap ¬ tries a detailed plan of the objectives in which development goals, targets and improvement activity at ¬ structural Peg are provided in detail by indicating the activities to be es ¬ night, the definition of indicators result, the index ¬ tion of any cost centers related to condi ¬ vidono the same objective, and specific chapters of entry sa ¬ allocated to achieve the objective, personnel assigned and the connection with the ¬ ni Actium, projects and programs of the plan term.
This creates a coherent link between quan ¬ to expected level of strategic and inter ¬ twenty sectors undertaken by the municipality in ge ¬ stionale. With this system, those responsible for managing the activities of specific programs by indicating the objectives of the activities to be undertaken, the resources neces ¬ sary quantification and identification degli indicatori nel Piano dettagliato degli obiettivi (controllo di gestione).
Il risultato immediato è che risulta garantito il grado di coerenza fra i programmi e progetti pluriennali in-dividuati dall’amministrazione e le azioni intraprese, ogni anno, dalla struttura operativa per la realizzazio¬ne del programma del sindaco.
Lo stato di avanzamento nella realizzazione concreta del Piano di mandato assume anche una valenza di trasparenza verso l’esterno, infatti potrà essere evi¬denziato ogni anno nella pubblicazione di documenti di rendicontazione ed in particolare del Bilancio so¬ciale del comune, che è il documento di rendicontazione che consente ai cittadini e agli altri soggetti interes¬sati di verificare che ciò che era stato promesso sia stato realizzato in tempo e bene e che consente agli amministratori di verificare lo stato di attuazione degli impegni politici e di valutar¬ne l’attualità rispetto alle necessità del territorio.
Ogni attività monitorata nel bilancio sociale è ricon¬dotta ai programmi del piano di mandato utilizzato per la pianificazione strategica. In questo modo si rende unitario e coerente tutto il sistema di pianifica¬zione strategica e programmazione pluriennale e an¬nuale che altrimenti sarebbe frammentato e articolato su più documenti che non dialogano tra loro ri¬schiando la “burocratizzazione”degli strumenti di programmazione.
Si ottiene così coerenza tra pianificazione strategic and management control, interacting in a one ¬ about the political direction with their role in ¬ directs the management and control as regards the management and implementation of policy directions.
Structured in this way the planning system, planning and control also allows you to be accountable to the citizens of the administrative action in a consistent and transparent.
Such a system, rather than challenging the measure ¬ ration of the performance in the various meanings of agency performance, organizational and individual, plays a key role in what constitutes the data base from which to draw and connect with each other, systematization, much of information it ¬ necessary.
CONCLUSIONS We believe that the complex regulatory environment of the Legislative Decree no. 150/2009 (reform Brunetta), both will face ¬ TARE actively trying to grasp the ideas and opportunities to support a process of qualifying ¬ tion management that must be experienced as intended and not as a duty.
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