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Public Sector Performance In Türkiye

Public Sector Performance In Türkiye. Kerim ÜNAL National Productivity Centre of Türkiye Secretary General and Member of Board and Vice President of European Association of National Productivity Centres 04.11.2009 Riyadh , Saudi Arabia. Content.

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Public Sector Performance In Türkiye

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  1. Public Sector PerformanceIn Türkiye Kerim ÜNAL NationalProductivityCentre of Türkiye Secretary General andMember of Board and VicePresident of EuropeanAssociation of NationalProductivityCentres 04.11.2009 Riyadh, SaudiArabia

  2. Content • A few words on dimensions of performance • The current situation and experience in Türkiye and MPM • 2010 World Productivity Congress and European Productivity Conference

  3. Performance? • Results of an organizations’s deeds can be named as; • Effectiveness, • Performance, • Productivity, • Healthiness, • Quality, • Competitiveness, • Excellence, • Success… etc.

  4. Performance? • Performance in the public sector is a blurry, elusive concept. • The underlying concepts of performance are implicit.

  5. Transformation System • Inputs  Processes OutputsImpact

  6. Efficiency • “Doing things right” • Efficiency = Amount of Input Consumed in Reality/ (The Lowest Possible) Amount of Input Expected to be Consumed • Inputs  Processes OutputsImpact

  7. Effectiveness • “Doing the right things” • Effectiveness = Amount of Output Produced in Reality / Amount of Planned (Expected) Output • Inputs  Processes OutputsImpact

  8. Productivity • Productivity = Output(s) / Input(s) • Inputs Processes OutputsImpact

  9. Turkish Public Finance Management System • The law number 5018, “Public Finance Management and Control” • Based on the systems of UK, USA and The Netherlands. • In force since 2003.

  10. Aims • The efficient and effective use of public funds. • Transparency and accountability

  11. Tools • Strategic planning • Performance based budgeting (Performance programming)

  12. Difficulties Encountered • Refraining from designating concrete targets • Delibaretly designating lower targets than potential • Lack of upper management support

  13. Results so far • Higher Effectiveness • Focusing on the outcomes and impact. • “Doing the right thing” • More rational decision process • Cost/benefit analysis • Choosing among the best alternatives • Higher Quality rather than quantity of the public service

  14. Services of MPM • Re-organization and determining permanent staff. • Establishing Quality Management Systems • Establishing Performance Measurement Systems. • Strategic Planning training and consultancy

  15. Invitation • 16th World Productivity Congress and European Productivity Conference 2010 • 1-4 November 2010, Antalya, Türkiye • http://www.wpc-epc2010.org.tr/en/

  16. Thank you for your attention… Kerim ÜNAL NationalProductivityCentre of Türkiye Secretary General andMember of Board and VicePresident of EuropeanAssociation of NationalProductivityCentres

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