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Korea’s Performance Management and Evaluation System Policy Analysis & Evaluation Bureau Prime Minister’s Office 29. June, 2011 Hong Seok, Yang.

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Presentation on theme: "Korea’s Performance Management and Evaluation System Policy Analysis & Evaluation Bureau Prime Minister’s Office 29. June, 2011 Hong Seok, Yang."— Presentation transcript:

1 Korea’s Performance Management and Evaluation System Policy Analysis & Evaluation Bureau Prime Minister’s Office 29. June, 2011 Hong Seok, Yang

2 Ⅰ Ⅰ Introduction to PMO Ⅱ Ⅱ Korea’s Performance Management And Evaluation System Contents

3 Ⅰ Ⅰ Introduction to PMO Structure of Korea’s Public Administration Prime Minister of Korea Prime Minister’s Office

4 1. Structure of Korea’s Public Administration  5 Year Single Term Presidency, No Vice President  Characteristics of Parliamentary System : Prime Minister, assembly member may concurrently hold office of as a minister Presidential System  Elected into the office by direct ballot  The President is Head of the State and represents ROK in diplomatic relations  The Supreme authority to make decisions of the administration, Commander in Chief, appoint government posts  Authority to draft bills and to veto legislations Presidency

5 Ministry of Strategy and Finance Ministry of Education, Science and Technology Ministry of Foreign Affairs and Trade Ministry of Unification Ministry of Justice Ministry of National Defense Government Structure (15 Ministries 2 Agencies 18 Offices) Ministry of Public Administrati on and Security Ministry of culture, Sports and Tourism Ministry of Food Agriculture, Forestry and Fisheries Ministry of Knowledge and Economy Ministry of Health and Welfare Ministry of Environme nt

6 2. Prime Minister of the R.O.K  President appoints Prime Minister with the consent from the Assembly Appointment of Prime Minister Prime Minister follows orders of the President to oversee the interior and supports the President as vice-chairman of cabinet meeting  Becomes the acting President when the President is unable to perform his duties  Administrative supervision and Review of state affairs  Recommendation of Cabinet members and Proposal of their dismissal Authority of Prime Minister

7 Prime Minister : Kim Hwang-sik ( ~) Education Career 1971 LL.B, Seoul National University ~ 41 st Prime Minister 2008~2010 Chairman, Board of Audit and Inspection of the Republic of Korea 2008~2010 Chairman, Board of Audit and Inspection of the Republic of Korea 2005~2008 Justice, Supreme Court 2005 Vice Minister, National Court Administration

8  Supports Premier’s efficient control over the cabinet (1) Major Functions & Role of PMO 3. Prime Minister’s Office  Assists Premier’s protocol, media related affairs  Political stance, congressional affairs Secretary Services  Sets major policy directions in national scale  Performs social risk & conflict management  Analyzes & evaluates major government policies  Performs regulatory reform Ministerial Tasks

9 Vice-Minister for Government Policy Vice-Minister for General Affairs Deputy Minister for Administration Affairs 1 Deputy Minister for Administration Affairs 1 Deputy Minister for Management of Social Integration Deputy Minister for Management of Social Integration Deputy Minister for Regulatory Reform Deputy Minister for Regulatory Reform Deputy Minister for Policy Analysis and Evaluation Deputy Minister for Policy Analysis and Evaluation Deputy Minister for Political Affairs Deputy Minister for Political Affairs Deputy Minister for Public Information and Press Affairs Deputy Minister for Public Information and Press Affairs Deputy Minister for Administration Affairs 2 Deputy Minister for Administration Affairs 2 Saemangeum Development Committee Saemangeum Development Committee Office for Development & Settlement of Sejong-City Tax Tribunal (2) Organizations

10 [1973~1998] The Administrative Coordination Office [1998~2008] The Office for Government Policy Coordination [2008~] Prime Minister's Office The Office for the Government Policy Coordination and The Prime Minister's Secretariat were merged into the Prime Minister's Office(PMO). [1963~2008] Prime Minister's Secretariat (3) History

11 Ⅱ Ⅱ Korea’s Performance Management And Evaluation System Introduction to Performance Management Structure of Performance Management Primary Contents of Performance Management Current Status of Government Performance Evaluation Feedback on Evaluation Results Integrated Electronic Evaluation System

12 Ⅰ. Introduction to Performance Management

13  The effort to improve efficiency and responsibility of the organization by evaluating the result of the goal that the group has set to accomplish Definition of Performance Management Definition of ‘Performance Management’ (Government Performance Evaluation Act) A series of activities that establish the organization’s responsibility, mid- and long-term goals, yearly plan and outcome indicators in the process of promoting government operations as well as manage process and results in the perspective of economic feasibility, efficiency and effectiveness. 1. Definition

14 2. Background (1)  Initiated in the private sector in abroad, it was actively adopted in the public sector in an attempt to improve government efficiency Case of USA  Introduced performance management system based on GPRA (Government Performance and Result Act, 1993) Promote results-oriented system management and strengthen linkage between performance and budget.  Until the mid 1990s, Korea had carried out performance management focusing on input and execution rather than performance of individual policy.  To improve the previous performance management system, the government has enacted “Government Performance Evaluation Act” in 2006, and began to promote government performance management in a full scale.

15 2. Background (2)  U.S.A : Strategic and Performance Plan + PART(Program Assessment Rating Tool)  Britain : Public Service Agreement + Green Book(Performance Evaluation) Strategic and Performance Plan  New Zealand : Purchase agreement, Performance agreement (Mostly Minister VS Director)  Australia : Resource Agreements (Financial Authority VS Relevant Authority)  Denmark : Performance Contract (Mostly Minister VS Director) Performance Agreements Overseas

16 3. History (1) Since 1961, Performance Management System is continuously developed & supplemented ① Policy and Program Assessment System(PPAS) of the Prime Minister’s Planning and Coordination Office (1961~1981) Introduced to effectively promote the economic development with the lack of resources ② Policy and Program Assessment System(PPAS) of the Ministry of Economy and Planning (1981~1990) Discover & expedient each organization’s policy progress control and the cause of weak ③ Policy Evaluation Program of the Prime Minister’s Administrative Coordination Office (1990~1994) Check, evaluate, and manage the major policy issues

17 3. History (2) ④ Policy and Program Assessment and Evaluation System of the Prime Minister’s Administrative Coordination Office (1994~1998) Combine the two evaluation system and strengthen the analyze & rectify function of the government task performance ⑤ Government Performance Evaluation by the Policy and Coordination Office : Institution Evaluation (1998~2006) Evaluate each of the government agency’s result & capacity through the Policy evaluation committee constructed with general specialists ⑥ Government Performance Evaluation by the Prime Minister’s Office : Integrated Evaluation (2006~present) Operate the performance management and each evaluation syntagmatically through Government Performance Evaluation Act

18 Ⅱ. Structure of Performance Management

19 Prime Minister Government Performance Evaluation Committee Chairman : Joint Prime Minister-Civil Committee Member : Private experts, Relevant Minister, etc. 13 member s Government Performance Evaluation Committee Chairman : Joint Prime Minister-Civil Committee Member : Private experts, Relevant Minister, etc. 13 member s Central Ministries Self & Specific evaluation (Prime Minister · Ministry, etc.) Self & Specific evaluation (Prime Minister · Ministry, etc.) Local Governments Congruence evaluation (Ministry of Public Administration and Security, etc.) Congruence evaluation (Ministry of Public Administration and Security, etc.) Other Agencies Business performance evaluation (Ministry of Strategy and Finance, etc.) Business performance evaluation (Ministry of Strategy and Finance, etc.) 1. Organization Structure

20 Ⅲ. Primary Contents of Performance Management

21 Establish a 5-year Strategic Plan Establish an Annual Performance Plan Examine, evaluate, and feedback the implementation of tasks Propose organization’s future-oriented mission, vision, strategic objectives and performance targets Examine the implementing condition quarterly or half-yearly Implement the self-evaluation and the result of feedback based on the year-end result Propose performance targets / tasks / performance indicators of the year 1. Outline

22 Inspect performance status Implement Establish Strategic and Performance plans, suggest performance indicators in advance Establish Strategic and Performance plans, suggest performance indicators in advance Policy improvement, human resources, Structure, budget, bonuses Policy improvement, human resources, Structure, budget, bonuses Self-evaluation oriented Utilize objective and econometric indicators Self-evaluation oriented Utilize objective and econometric indicators Plan Evaluate Feedback National Fiscal Operation Plan, etc. The main task of performance management plan should be reported In the beginning-of-the-year 2. Performance Management Operational System

23 Establish annual performance plan guidelines (January) Draft annual performance plan (February) Review and refine annual performance plan (Early March ) Confirm the annual performance plan (Mid March) 3. Establishment of Performance Management plan  Since 2007, the central ministries have been establishing 5-year Strategic Plan and suggesting each ministry’s mission, vision, strategic objectives, and 5-year performance targets  Government Performance Evaluation Committee supports the establishment of plan to evaluate the validity of performance indicator and goal system of the central ministries  Strengthening the annual performance plan’s relevancy with national agenda, ministerial plans and the President’s directives

24 Mission Organization’s mission (objective) and major functions ⇩ Vision Describes the organization’s long-term goals and what it wants to be in the future. Set forth its policy directions and provides motivation for its members ⇩ Strategic Objectives The organization’s major goals and the directions it should take in the light of its mission and vision as well as the objectives of the State ⇩ Performance Targets Second-level goals that describes strategic objectives in detail; actions to be achieved in a set period ⇩ Performance Indicators Quantitative or qualitative indices for the level of achievement of policies of performance targets and tasks 4. Departmental Performance Management Plan Actualization of mission and goal

25 Ⅳ. Current Status of Government Performance Evaluation

26 1. Integration of individual evaluations  Evaluation which had been separately implemented by specific identification was integrated by Government Performance Evaluation Act  It has improved evaluation efficiency, reduced the organization’s burden by the upgrade of integrated evaluation, evaluate method and index of the center ministries ※ Relevant Authority of the whole evaluation process: Prime Minister’s Office, the Ministry of Public Administration and Security, the Ministry of Strategy and Finance Significance

27 2. Implementation of Self-evaluation  Under the control of the central administrative head, an organization prepares the self-evaluation system and implements the establishment of performance plan and utilizes the results autonomously Ensure responsibility and autonomy  Self-evaluation is implemented after the construction of Self-evaluation committee consisted of civil experts and the establishment of the central administrative head's self-evaluation plan ※ Self-evaluation committee: people each, 10-year-critiera: total 39 organizations 920 people  Evaluation colligation engine check the results of each part and enhance the credibility, objectivity of the self-evaluation program Plan establishment and self-evaluation

28 3. Implementation of Specific evaluation  Prime Minister evaluates the necessary policies intended for the central ministries to manage state affairs  Based on the Annual Performance Plan, implement evaluation and establish evaluation committee composed of non-public officials  Results of certain evaluation are determined by the evaluation committee’s deliberation and resolution, and feedbacks of each department should be reflected on the beginning-of-the-year ministerial plan

29 CategoryDetails Self- evalua tion Major policies Evaluate policies that a central ministry withes to promote with priority within a prescribed time period for achievement of performance targets Financial performance Evaluate general spending programs, R&D projects and information and technology Administration management competency Evaluate efforts and performance in the areas of human resources, organization and information and technology management that are planned to be achieved within a set time period Specific evalua tion Core task Evaluate core functions of the entity and its relevancy with key issues of national affairs Job creationEvaluate tasks related to major job creation Green-growth Evaluate policies related to national strategy for green growth and execution of central promotion plan Policy management competency Evaluate policy issue management, relationship competency such as coordination, integration and implementation management Policy PR Evaluate PR planning for major policies, new media PR activities an policy PR outcome Regulatory reform Evaluate appropriateness/relevancy of regulations, outcome of regulatory reform, customer satisfaction from regulatory reform Customer satisfaction Evaluate satisfaction of core policies of each ministry, satisfaction of services provided to Korean people 4. Evaluation Cases (Year 2010)

30 Ⅴ. Feedback on Evaluation Results

31 1. Feedback at the Level of Organization  The head of central ministry implements corrective measures or auditing about self-evaluation and problems associated with inspection results and submits results to the government performance evaluation committee.  The head of central ministry submits measures to improve results of specific evaluation  In principle, budgets of projects with insufficient evaluation should be reduced by over 10% or be abolished  It is not allowed to increase the budget for projects without sufficient objectivity regardless of its performance Budget reflection  Utilize evaluation results by linking with organizational management (establishment, abolition, re-arrangement of HR)  In the case of insufficient evaluation results, suggest organizational management strategy and measures after organizational diagnosis Upgrade policy Management

32 2. Feedback at the Level of Individual  Evaluation results of tasks are reflected in HR by linking individual performance  Above grade 4 public officials: Job Performance Agreement Below grade 5 public officials: the result of Work Performance Evaluation is reflected Personnel reflect  Government performance evaluation result is recorded on the performance management card Performance management card  Annual salary based on performance (high-level officials and chief-level public officials), Bonus based on performance (below grade-four public officials) ※ The ratio of high-level officials’ performance based wage by pay rating(2010) Performance wage Pay rating SABC Personal ratio 20%Arranged by organization10% Wage rate15%10%6%0%

33 Ⅵ. Integrated Electronic Evaluation System [e-IPSES : electronic – Integrated Public Service Evaluation System]

34 Construct policy managing online system Operation of Integrated Electronic Evaluation System (e-IPSES)  Used on the whole system from Establish performance management plan, Examine implement record, Evaluation, to Feedback Change the document evaluation to online system  It reduces evaluation report’s burden and improve transparency Linkage of e-IPSES with other related systems  Throughout-the-Country BPS, Digital Budget Accounting System, e-Human System, etc. 1. Contents of Execution

35 e-Saram system OnNara BPS Utilized for task performance contract evaluation Unification of assignment management system Send evaluation data Government Function Classification System Government Function Classification System Digital Budget And Accounting system Digital Budget And Accounting system Reflected in budget preparation  Inspect records  Feedback on performance results  Process Evaluation  Establish performance management plan Integrated Electronic Evaluation System (e-IPSES) Integrated Electronic Evaluation System (e-IPSES) 2. Linkage System

36 ※ Best Practice Thank You


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