Recently, Khanh Hoa province piloted a performance evaluation system (KPI) to measure the work quality of cadres, civil servants and public employees.
Recently, Khanh Hoa province has piloted a performance and effectiveness assessment system (KPI) to measure the quality of work of cadres, civil servants and public employees. This is an important step in improving the management efficiency and service quality of the local state administrative apparatus.
KPI (Key Performance Indicator) was developed in the United States in the 1980s, but it was not until 1992 that this method was widely applied. Since then, KPI has been applied by many countries, businesses, agencies, and organizations around the world, including Vietnam. However, KPI index sets have changed to suit the scale, operation, goals, and requirements of each place.
How do countries apply KPI in public administration management ?
Some government agencies in the United States have applied KPIs to measure work performance by applying the "Balanced Scorecard" (BSC) criteria set.
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| Khanh Hoa pilots KPI application for staff, civil servants and public employees. Illustrative photo |
For example, the US Office of Management and Budget found that after implementing BSC into budget management, federal agencies reduced administrative costs by about 5% within the first 2 years. Agencies were able to allocate budgets more effectively, with about 90% of government programs completed on time and achieving budget targets (compared to 75% before BSC).
Singapore is also a typical country in applying KPI to improve the work efficiency of civil servants. The Singaporean government has built a KPI-based performance evaluation system called the "Public Service Performance Framework". This system includes indicators such as public service quality, citizen satisfaction, responsiveness and effectiveness in problem solving. In particular, in Singapore, KPI not only evaluates work performance but also considers factors such as creativity and innovation in work. This helps civil servants have the motivation to maximize their creativity and improve work processes.
In Japan, the government uses metrics such as processing time, citizen satisfaction, and budget spending performance to ensure transparency and efficiency. One important method is PDCA (Plan - Do - Check - Act), which helps monitor and continuously improve public policies. For example, in the transportation sector, Japan aims to reduce train delays (Plan), deploy real-time monitoring technology (Do), evaluate data on delays (Check), and adjust maintenance steps or train schedules to optimize performance (Act). By applying KPIs and PDCA, Japan can quickly adjust policies, improve public management efficiency, and provide better services to the people.
What can Khanh Hoa learn from international experience?
Currently, Khanh Hoa is in the process of developing KPI assessment criteria. Therefore, international experiences can help Khanh Hoa have a complete, optimal and feasible toolkit to evaluate and improve the working efficiency of cadres, civil servants, public employees and the service quality of the state administrative apparatus in the coming time.
Khanh Hoa can study Japan's experience in applying the PDCA cycle to help monitor and continuously improve administrative procedures, such as shortening the time to issue business licenses.
Or build a civil servant evaluation system that is not only based on performance but also encourages creativity in work following the Singapore model. In addition, the US Balanced Scorecard (BSC) model can help optimize budgets and ensure public projects are completed on schedule.
The application of the KPI system in evaluating the productivity and working capacity of cadres and civil servants in Khanh Hoa demonstrates a strong commitment to administrative reform. However, to be truly effective, the system needs to be flexible in building KPI indicators, combined with training, close supervision and learning from experiences from other countries. Only then can the quality of work of cadres and civil servants be improved, promoting the sustainable development of local governments.
Japan's PDCA model: PDCA (Plan - Do - Check - Act) is a popular quality management model, widely applied in Japan to improve work performance in both the public and private sectors. This is an iterative process to help organizations continuously improve efficiency and service quality. The steps include: Plan: Identify the problem to be solved, set specific goals, and develop an implementation plan. For example, a government might set a goal of reducing administrative processing time by digitizing its application process. Do (Implement): Implement the plan according to the proposed plan. When applying the online registration system, Japanese agencies test the process on a small group before expanding it. Check: Compare actual results with goals, identify strengths and weaknesses. For example, after 3 months of implementing online registration, the Tokyo government collected feedback from residents to assess satisfaction. Act (Improvement Action): Based on the assessment, adjust the process to optimize efficiency. When many records are found to be erroneous due to incorrect information input, the system needs to be improved by adding an automatic error checking function. |
Source: https://congthuong.vn/khanh-hoa-thi-diem-kpi-hoc-gi-tu-kinh-nghiem-quoc-te-376115.html
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