Results-Based Management
(RBM)
in
The Thai Public Sector
Video Conference at World Bank (Thailand)
Evolution of RBM System
Results Based Management (RBM) is …
A performance measurement and
management approach, which focuses on
achieving desired goals and objectives.
A
P
C
D
Standard
PLAN
Clear objectives/targets (desired results)
DO
Implement a plan to get desired results
CHECK
Whether can get desired results or not
ACT
Improve to get desired results
2
Performance Score > 3.00 will be eligible to receive incentive (Performance-related Pay)
3
3
Embedding the System
Strategy
Formulation
Terms of
Reference
Outputs
of PM :
Outcomes
of PM :
Risk
Factors
-
SWOT Analysis
Vision
Strategic Issues
Goals
KPIs & their targets
Strategies
the cluster’s and each
agency’s and province’s
strategies
Performance
Agreement
Implementation
- Signing of PAs
- Putting PAs into
practice
performance
agreement of each
agency/province
Performance
Measurement
Self-Assessment Reports
(at the ends of sixth, ninth
and twelfth months after the
signing of each PA)
- SARs of each province
- performance scores of
each agency/province
1) performance-based rewards
2) comprehended PM and the PDCA Cycle, resulting in high performance scores
Human resources : the needs for knowledge and skills training in performance evaluation
Budgeting : Limited budget support for the implementation processes
Time : Limited time for each implementation process
4
Embedding the System
• All government agencies are under performance monitoring and evaluation
Higher
Educational
Institute
Ministry
Cluster
Office of
Permanent
Secretary
Dept. Dept.
State
University
Dept.
Province
Autonomy
University***
Public
Organization
Office of the Public Sector Development
Commission is responsible for an organization’s
performance monitoring and evaluation.
New Model of Government Agencies
State
Enterprise*
Independent
Administrative
Organization**
Fund
Corporation*
Service
Delivery
Unit**
* Ministry of Finance is responsible for an organization’s performance monitoring and evaluation.
** Board is responsible for an organization’s performance monitoring and evaluation.
*** Office of the Higher Education Commission and Office for National Education Standards and Quality
Assessment are responsible for an organization’s performance monitoring and evaluation.
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337
Reward for Performance
Cash Reward
Cash reward for excellent performance
depends on
•Based Salary
•Organization’s performance score
• Quality Service Award
presented to government agencies with outstanding service
consistent with established standards (since 2003)
Non-Cash
• Best Practice Quality Service Award (since 2006)
•
Award for Government Counter Service/ Service Link
•
Public Sector Management Quality Award (PMQA)
The United Nations Public Service Awards (since 2008)
Thailand continually improves its
rank in the ease of Doing Business.
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For more information:
The Office of the Public Sector Development Commission
(OPDC)
59/1 Phitsanulok Road
Dusit District
Bangkok 10700
THAILAND
Please visit:
www.opdc.go.th
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Back Up
8
Internal Perspective
External Perspective
Performance Evaluation Framework for Fiscal Year 2014
(Government Agencies)
Effectiveness (60%)
Service Quality (10%)
• Completion of Government policy /
Goals and missions of an
organization at ministerial level
• Cross Agency Indicators/
Joint KPIs
Efficiency (10%)
• Customer Satisfaction /
Customer Trust
• Service Improvement
External Perspective
(70% )
Internal Perspective
(30% )
Organizational
Development (20%)
• Budget Expenditure
• Energy saving
• Organization Development
(human capital, information
capital, organization
capital)
• Work Transparency
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Performance Evaluation Framework for Fiscal Year 2014
(Government Agencies)
weight
(%)
Key Performance Indicators (KPIs)
External
Perspective
Effectiveness
(60)
70
1. Completion of Government policy / Goals and missions of an
organization at ministerial level
30-50
2. Cross Agency Indicators/Joint KPIs
• Each Joint KPIs will be weighed no more than 10% or/and total weight no more
than 30%
• In case of having Joint KPIs less than 2 issues, each issue will be weighed no more
than 10%. Weight left over will be added to KPI1.
Service Quality
(10)
Internal
Perspective
Efficiency (10)
Organizational
Development
(20)
3. Service Quality
10-30
10
• Customer Satisfaction / Customer Trust
• Service Improvement
30
4. Budget Expenditure
5
5. Energy Saving
5
6. Organizational Development (human capital, information capital,
organization capital)
7. Work Transparency
Total
15
5
100
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Embedding the System
Planning
4 Year Government
Administrative Plan
Objective,
Key Performance Indicator,
Target, Strategy
Measurement
Corporate Scorecard
Government Strategy
4 Year Agency Plan
•Ministry/Department
•Province/Provincial cluster
Objective,
Key Performance Indicator,
Target, Strategy
Strategic Business Unit
Scorecard
•Ministry/Department
•Province/Provincial cluster
Ministry/Department Strategy
Province/Provincial cluster Strategy
1 Year Action Plan
• Ministry/Department
• Province/Provincial cluster
Budgeting
Sub-unit Scorecard
Team & Individual
Scorecard
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Strategy Formulation
Strategy Implementation
4 Year Government Administrative Plan
1 Year Action Plan
4 Year Agency Plan
Action Plan
S
Vision
W
O
Strategic Issues
T
Goals
Strategies
Risk Assessment &
Management
Structure
Process/IT
Alignment
Rule &
Regulation
People/
Change
Strategic Thinking
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