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4.10.20061 inputprocessoutput effect, outcome Resources Goals productivity, efficiencyeffective- ness 10. Linkages to performance management and budgeting.

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Presentation on theme: "4.10.20061 inputprocessoutput effect, outcome Resources Goals productivity, efficiencyeffective- ness 10. Linkages to performance management and budgeting."— Presentation transcript:

1 inputprocessoutput effect, outcome Resources Goals productivity, efficiencyeffective- ness 10. Linkages to performance management and budgeting

2 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03  Parties to the agreement,  Agreement period,  Strategic development targets of the unit,  Assessment principles, methods and indicators (if any). The management agreement should include at least the following:

3 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03  Connected with and derived from the basic tasks of a government agency  Strategic, essential from the point of view of operations  Clear, understandable to everybody  Concrete and operational  Evaluable, measurable and time-dependent  Preferably comparable  Such that the government agency itself can influence them  Ambitious and challenging, but attainable and realistic  Acceptable, jointly outlined and agreed  Such that they cover as large a part of the operations as possible and on the other hand determining priorities Performance targets should be:

4 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 Target setting for polytechnic education in the state budget (2011) under the Ministry of Education and Culture, e.g.:  Number of graduates students  Number of graduated students in vocational teacher education  Number of foreign students  Number of students in exchange programs  Number of graduated students after 5 years of commencement of studies  The share of students performing 45 credits during academic year  Ratio of students/teachers  Number of graduated students/number of teachers  International mobility of teachers and research workers/number of teachers and research workers Example on performance management chain – polytechnics

5 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 1.Common targets for higher education institutions 2.Mission, profile and priorities of the Polytechnic 3.Performance indicators 3.1. Indicators in the budget of the ministry 3.2. Project financing by the ministry Result agreement (2010 – 2012) Ministry – Haaga-Helia Polytechnic 3.2. Additional indicators 2012  Graduated students according to sectors on education  Publication/number of teachers and research workers0.60  Share of graduated student of total number of graduated and drop-out students67.0 %  Amount of received competed research financing/total financing0.3 %  Revenue from chargeable services/total financing8.0 %  Employed graduated students/total number of students95 %

6 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 Distant learning: Working on the assignment on designing, planning and organization of education policy Group I: Analysis on the present education policy and plan in Turkey and setting up further targeting Group II: Organization of reform implementation on the basis of target setting by the “gopvernment” 3 rd Day Wednesday 16 th March 2011

7 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 Debriefing: Each group presents their results  Results  Discussions on the options for education policies and policy implementation  Comparing Turkey and Finland in preconditions for education development  Questions and answers 4 th day Thursday 17 th March 2011

8 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 Monitoring, evaluation and analysis of education policy  EC analysis and recommendations for national education policies  OECD PISA results, OECD average, Turkey, Finland, USA, Brazil  Main elements of education systems and policies  Performance-based funding of upper-secondary vocational education and training in Finland  Monitoring performance – needs to develop statistics of education  Discussions and summary on main learning points 5 th day Friday, 18 th March 2011

9 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 1.Based on a report of an international expert group of economists 2.The report has more than 200 references to studies on education and economy 3.The main thesis is that efficiency and equity are not in contradiction but supporting each other 4.Example from U.K., to win 700 mill. Pounds by increasing by 1 per cent unit the education level of the population 1. Efficiency and equity in European education and training systems, Brussels 8 th September 2006

10 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 About the profitability of investment in education

11 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 1.Most “profitable” are investments in pre-schools education. 2.Tracking of pupils at an early age do not raise efficiency but decrease it. 3.High participation in secondary education and the share of general studies there are important both for equity and efficiency 4.In VET, best results are achieved if teaching and training in schools are combined with practical work 5.VET which is very specialised and based even on the needs of one company, is criticised 6.Increasing participation in higher education is recommended, but 7.The professors claim that higher education free of charge is “transfer of money from poor to rich families Recommendations

12 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 2. OECD PISA study 2003, 2006, 2009 results OECD averageTurkeyUSABrazilFinland 2003 Mathematics Reading Sciences Problem solving Sciences Reading Mathematics Reading Mathematics Sciences

13 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03  Between 2003 and 2009 Turkey has improved a lot in points and “ranking”.  Turkey increased most of all countries the science performance from 2006 to 2009  The performance of disadvantaged children (economic, social and cultural status) was 8 th best of all countries (66)  The impact of socio-economic background of children is in Turkey and Finland at the same level  The performance level of schools varies a lot  Turkish pupils value education and respect the teachers as well as experience to be treated well in the schools Some conclusions

14 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 Pre-primary education coverage Primary on lower-secondary education  Compulsion  School start and duration  Tracking of pupils in compulsory education  Subjects in compulsory  Class/subject teachers  Education for children with special needs  Support to children with learning difficulties  Teacher education  Private/public  School fees  Services for the children (transport, school meal, health services)  Text books and other learning materials  School buildings and learning environments 3. Main elements of education systems and policies

15 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 Upper-secondary education  Compulsion  Coverage of education in relation of age cohorts  Accessibility  General/vocational  Private/public  Application system to general and VET schools  Student counseling  Planning/anticipation of labor market needs  Duration of studies  Boarding of students  Eligibility to higher education Higher education  Traditional academic/professional polytechnic-like  Degree levels (Bologna process)  Private/public  Tuition fees  Student grants/financial subsidies Main elements…

16 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 Per student funding (95 %)  Promotes reaching the quantitative objectives  Promotes efficiency and autonomy of VET schools Performance-based funding (5 %) based on an index in which following factors are weighted: Effectiveness 1.Placement of graduated students in employment40 % 2.Placement in further education15 % Process 3.Drop-out15 % 4.Graduation rate13 % Human resources 5.Teachers’ qualifications11 % 6.Allocation to staff development 6 % 4. Funding of vocational education and training in Finland

17 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 Performance-based funding  Focuses on the real results of VET  Includes both qualitative and quantitative approach  Process indicators focus on care-taking of students  Stress the importance of human resources  95 % of providers of VET monitor performance indicators  93 % gained benefit of performance-based system 3. Annual quality awards according to annually varying themes  Based on EFQM and modified for VET  2004 Vocational education developing regional working life  2005 Different learners in VET  2006 Management and developing teachers know-how  2007 Skills tests  Max 4 awards/year: – € Funding vocational education…

18 Decision Making and Performance Management in Public Finance Kamu Maliyesinde Karar Alma ve Performans Yönetimi TR08IBFI03 Discussions on development needs:  to focus on performance, results and outcomes instead of inputs  to consider the role of inspection  to consider the roles and tasks of educational administration and National Statistical Institute  to design the reporting lines  to outline the needs of the Prime Minister’s Office and Ministry of Finance  in approaching the Eurostat and OECD standards 5. Monitoring and statistics


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