Efektyvių veiklos rodiklių panaudojimas vertinant vietos institucijų veiklą

Abstract

Performance of the public sector has been in focus of media and politics for some time. Government has been using performance targets and league tables in its attempt to push it through modernisation programme and demonstrate that value for taxpayers’ money is being delivered. The measurement of performance is an increasingly important part of the management of public services and intrinsic to performance approaches. A performance measurement system can have a wide range of users who may use the information in different ways. These different requirements need to be recognised when devising performance indicators. Performance indicators should firstly focus on those aspects of services that are important for the organisation. It means that organisations should be clear about what they are seeking to achieve –their core objectives – and about how they will be achieved. It should also be clear how it will be known whether they are achieving objectives. Performance indicators should focus on actions and services provided at each level by a local institution to achieve its objectives. High – level indicators will address corporate issues; lower – level indicators will look at operational and day – to –day matters. But a public organization should be careful avoiding the common pitfall of measuring – what is easily measured rather than what should be measured. It is important to develop a balanced set of indicators that reflect all aspects of the service. While it is common to analyse initially the currently available information, it should be checked to identify any important gaps.The development of robust and meaningful performance indicators is a major challenge. Performance indictors may be set by external agencies (e. g. government), or by the personnel of any level within an organisation. They may be set privately and informally by an individual used to measure hisher work rate or productivity.