Annual Performance Plan Research Articles

Synergity in the Implementation of Government Agencies Performance Accountability System

Objective: This research concerns the implementation of a government agency performance accountability system based on synergy. The research objective is to build synergy-based government performance accountability in the implementation of government agency performance accountability systems. Theoretical Framework: Synergy is an activity carried out for joint operations. Synergy is an activity or condition of cooperation in which one party and another party mutually support and coordinate a policy. This study also correlates the synergy in the implementation of government agency performance accountability systems. Method: This research was conducted in Denpasar City. This study uses data collection techniques that are carried out by observation, interviews, and documents related to research. The data were then analyzed by qualitative analysis. Findings: The results of this study indicate that the synergy of each SKPD has synergized in the implementation of the performance accountability system for government agencies in Denpasar City. This can be seen from the existence of communication and coordination which results in cooperation and collaboration in the preparation of a Strategic Plan that contains the vision, mission, goals, strategies, policies, and government work programs which are then outlined in the Annual Performance Plan, then an Annual Performance Agreement is carried out and measured using Key Performance Indicators to produce a maximum Performance Accountability Report. Implications: This research has implications in producing an implementation of a government agency performance accountability system based on synergy.

EXPLORING PROCUREMENT SYSTEM IN HIGHER EDUCATIONAL CONTEXT: CASE OF A SELECTED HIGHER INSTITUTION IN THE EASTERN CAPE SOUTH AFRICA

Ponte Academic JournalSep 2022, Volume 78, Issue 9 EXPLORING PROCUREMENT SYSTEM IN HIGHER EDUCATIONAL CONTEXT: CASE OF A SELECTED HIGHER INSTITUTION IN THE EASTERN CAPE SOUTH AFRICAAuthor(s): Lonwabo Lukhanyo VikilahleJ. Ponte - Sep 2022 - Volume 78 - Issue 9 doi: 10.21506/j.ponte.2022.9.10 Abstract:Among the main problem faced by Higher institutions of learning are the effective implementation of Supply Chain Management (SCM) policies and Asset Management (AM) policies. This study sorts to enhance and improve the annual performance plan which will be aligned with Higher institutions of learning strategic plan 2015-2019 (2020-2025) as required by South Africa Higher Education act 101 of 1997. For any organisation to operate effectively and efficiently, there is strong need to implement policies that are in lined with the organisational Mission, Objective and Vision but not superseding the act which the organisation should operating under. Forty participant were sampled for the study and the interpretivist paradigm was adopted by the researcher. The findings revealed that although the institution has Supply Chain Management in policies in place, it is still far from ensuring efficient and effective implementation of these policies. it also emerged that some of the institution’s personnel lack coordination and thorough understanding of how these policies are to be applied. The implementation of these policies must be driven by relevant stakeholders and end users; hence, management of the institution must create a structure that promotes consistency, compliance, and monitoring throughout the implementation process to ensure openness, transparency, and cost-saving. Download full text:Check if you have access through your login credentials or your institution Username Password

Assessing audit outcomes of pre-determined objectives in a public institution (South Africa)

PurposeMany developing countries such as South Africa have been introducing measurement of results to improve public service delivery. The practice of development of performance measures in the public service emanates from pressure exerted by citizens who are calling for more efficiency and effectiveness in delivering services. This article examines the implementation of the audit of pre-determined objectives at the Department of Basic Education (DBE).Design/methodology/approachThis study is based on a qualitative case study approach. Secondary sources of data were used in order to analyse the DBE's challenges in managing performance information. Key secondary documents used include the AGSA annual audit reports as well as the DBE 2010/11–2014/15 Strategic Plan and Annual Performance Plans (APP) that provide the pre-determined objectives selected by the Department to measure performance for the five-year period.FindingsThe findings indicate that there are shortcomings in the processes of managing performance information. Based on the findings, it is incumbent upon the senior management of the DBE to strive towards understanding and improving their oversight roles and responsibilities in the management of pre-determined objectives.Originality/valueThe study generates a deeper understanding of what has been happening when pre-determined objectives were developed, reported or assessed in the DBE. This will assist the Department and similar public institutions to make further improvements in order to achieve pre-determined objectives.

Timely delivery of laboratory efficiency information, Part I: Developing an interactive turnaround time dashboard at a high-volume laboratory.

BackgroundMean turn-around time (TAT) reporting for testing laboratories in a national network is typically static and not immediately available for meaningful corrective action and does not allow for test-by-test or site-by-site interrogation of individual laboratory performance.ObjectiveThe aim of this study was to develop an easy-to-use, visual dashboard to report interactive graphical TAT data to provide a weekly snapshot of TAT efficiency.MethodsAn interactive dashboard was developed by staff from the National Priority Programme and Central Data Warehouse of the National Health Laboratory Service, Johannesburg, South Africa, during 2018. Steps required to develop the dashboard were summarised in a flowchart. To illustrate the dashboard, one week of data from a busy laboratory for a specific set of tests was analysed using annual performance plan TAT cut-offs. Data were extracted and prepared to deliver an aggregate extract, with statistical measures provided, including test volumes, global percentage of tests that were within TAT cut-offs and percentile statistics.ResultsNine steps were used to develop the dashboard iteratively with continuous feedback for each step. The data warehouse environment conformed and stored laboratory information system data in two formats: (1) fact and (2) dimension. Queries were developed to generate an aggregate TAT data extract to create the dashboard. The dashboard successfully delivered weekly TAT reports.ConclusionImplementation of a TAT dashboard can successfully enable the delivery of near real-time information and provide a weekly snapshot of efficiency in the form of TAT performance to identify and quantitate bottlenecks in service delivery.

An assessment of alignment between development interventions and monitoring and evaluation in Limpopo Province, South Africa

Background: The Limpopo Provincial Government, like other provinces of South Africa, has developed the Limpopo Development Plan (LDP) 2015/2019. This has been a revision of the previous developed plans that also had to be revised without the realisation of their goals. It has come to be the norm in government to develop plans that fail to be implemented. This is attributed to a lack of effective monitoring and evaluation (ME hence, they fail to align development interventions as in the LDP and M&E processes. Aim: The aim of this study was to probe the alignment between intervention plans and M&E. When there is a lack of alignment, there is an obvious lack of monitoring if government activities are geared to strengthen the realisation of the development plan, failure of which leads to a waste of resources and continuous under-development in the province. Failing to realise that the set goals results in government are being postponed by the continual drafting and redrafting of the same goals in different tones and sentences. Setting: The M&E should be at the centre of decision-making as it gives evidence-based decisions. This is important in the Limpopo Province which is one of the poorest provinces in the country. Method: This study adopted the techniques of qualitative methodology where assessment is conducted to find out the alignment between the development interventions as set out in the LDP and the concept of result-based management which is key in M&E. The Annual Performance Plans that are not directly responding to the goals of the National Development Plan 2030 and the LDP 2015/2019 in particular. Results: This study demonstrates that the lack of alignment between the LDP and M&E processes leads to failure in realising the goals of the LDP on the one hand, and the ability to improve the living conditions of its citizenry on the other hand. Conclusion: It can be concluded that without effective M&E systems government will continue to waste resources without getting improvement. All that is done by the government should be aligned to proper M&E systems.

ANALISIS LAPORAN AKUNTABILITAS KINERJA INSTANSI PEMERINTAH PADA DINAS PEKERJAAN UMUM KABUPATEN MINAHASA

Department of public work of Minahasa district is one of the agencies within the scope of governmental of Minahasa district which has responsibility to compose accountabilities Performance peport of Government instance. LAKIP is a form of the government accountability on performance implementation which is carried out within a year estimates and as on of the manifestation of good governance. The purpose of this study was to analyze what factors caused the format of LAKIP formulation to the DPU not to fulfill the suitability of the elements of the formatting format in accordance with the Regulation of the Minister of State for Administrative Reform and Bureaucratic Reform number 29 year 2010 consisting of executive summary, introduction, planning and agreement performance, performance accountability, strategic plan, annual performance plan form (CTR), key performance indicators (IKU), performance agreement form, closing, attachments. The elements that are not yet in accordance with the regulations are the main performance indicators, covers and attachments. The methods of data collection which is used are interviews and documentation. The method of analyses of data which used is descriptive qualitative. The results of this study indicate that the format of the 2016 Minahasa DPU LAKIP drafting has largely compiled in accordance with PERMENPAN number 29 year 2010 but there are still elements in the format of the DPU LAKIP preparation that are not in accordance with the regulation.Keywords : LAKIP, good governance, accountability.

Levels of Value Integration in Federal Agencies' Mission and Value Statements: Is Open Government a Performance Target of U.S. Federal Agencies?

Abstract The Barack Obama administration advanced open government initiatives to make federal administration more open, accountable, and responsive to citizens. Yet a question remains whether federal administrators took notice. This article examines changes in the extent to which U.S. federal agencies have integrated the three core principles of open government—transparency, public participation, and collaboration—into their performance planning. By analyzing 337 annual performance plans of 24 major federal agencies from fiscal years 2001 to 2016, the authors found that, overall, the level of integration of open government into performance planning has been trending higher since the early 2000s. During the Obama presidency, integration initially rose sharply but later declined. Findings also show that agencies' stated core values regarding open government are not consistently integrated into their performance plans. The implications of these findings for incorporating democratic‐constitutional values into holistic performance management are considered.

Quantity Method Study of Scientific Research Fund Performance Valuation Objective of Applied Technology University

This paper studies the principles, main factors, methods and quantitative models of the annual performance plan of the Department of Teacher Education Institute. It is a very important role and significance to formulate performance targets for research funding of the Teachers Education Institute, release annual goals and tasks, promote the steady growth of scientific research funds and enhance the overall level of scientific research.

ANALISIS KINERJA ORGANISASI SEKERTARIAT DEWAN PERWAKILAN RAKYAT DAERAH KABUPATEN KUTAI BARAT

The purpose of this study is to describe and analyze the performance of the organization as well as those factors that inhibit the performance of the organization and supporting the Secretariat of the Regional Representatives Council Kutai Barat. The study concluded that the planning performance on Parliament Secretariat of West Kutai has been through the mechanisms and stages in accordance with the provisions of that starts with formulating a strategic plan is then translated into the annual performance plan, subsequently submitted and approved budget is needed then set a performance evaluation is the ability of the receiver mandate to realize the performance as planned, therefore the performance planning or annual work plan that is the basis for preparing the performance indicators.

Collaborative Inquiry Driving Leadership Growth and School Improvement

Australia’s largest schooling system, the NSW Department of Education, is in a period of unprecedented change as the Department of Education initiates a range of reforms. One critical reform occurred in 2014 when the Department of Education and the New South Wales Teachers’ Federation agreed to link teachers’ salaries with accreditation. For the first time, all Department of Education principals, executives and teachers must complete an annual Performance and Development Plan. This article describes the work of a team of academics from the School of Education, Southern Cross University, and the Department of Education school leaders in northern NSW, exploring opportunities to accomplish school improvement through the “North Coast Initiative for School Improvement” (NCISI). The impetus for this initiative is based on the work of Alberta academics and researchers, Dr. David Townsend and Dr. Pamela Adams. The approach is based upon small teams, comprising a member of a school district’s central office, a district principal and university academics, who once a month visit the leadership team of a school in order to build instructional leadership. This process involves the use of a guiding question, generative dialogue and a collaborative inquiry methodology. Early findings indicate the NCISI’s approach is having positive impact leadership growth, through collaboration. Key elements of trust and professional identity have developed within teams. The very positive reaction of school communities to the project in its early stages is heartening and shows that there is a strong desire by school leaders to draw upon collaborative support in order to grow professionally. The project also demonstrates a strong level of commitment from a regional university to build productive relationships with schools.

Examination of employee factors influencing organisational productivity: Perspective of a public entity

The influence of employees’ challenges on productivity at a provincial department in KwaZulu-Natal has been notably affecting the overall provision of houses and sanitation (service delivery). According to the Annual Performance Plan 2013/14 – 2015/16, the improvement of efficiency and quality of human settlements’ services is one of the strategic goals which focuses on the overall organisational productivity; however, it fails to consider employees’ day-to-day challenges. Thus, the primary purpose of this paper is to investigate challenges at an operational level and determine the impact they have on productivity. Using a quantitative approach, a questionnaire was distributed to a convenience sample of 180 employees within the department. Applying factor analysis, the findings indicate Leadership as having the highest impact while Work-Life Balance displayed the least impact on Organisational Productivity. The results of this study are beneficial to other local, provincial and national public entities.

Ten Years of Results from the Results Act

The Government Performance and Results Act (GPRA) of 1993 directed U.S. federal agencies to produce strategic plans with outcome-oriented objectives, annual performance plans with performance goals, and annual performance reports that measure progress toward those goals. The legislation sought to improve internal management of programs and congressional decision making by making better information available about the effectiveness and efficiency of federal programs and spending. How well has GPRA accomplished those goals?This paper summarizes lessons learned from a ten-year research project that evaluated the quality of annual performance reports produced under GPRA by the 24 U.S. federal agencies that account for more than 95 percent of all federal spending. The Mercatus Performance Report Scorecard evaluated agency reports based on 12 principal criteria found in GPRA. GPRA has significantly improved the quality of performance information. On average, the quality of agency performance reports improved by about 75 percent between fiscal year 1999 and fiscal year 2008. There is still substantial variation in quality, with only a few reports each year employing best practices on each of the Scorecard evaluation criteria. Factors like agency size, program structure, and ideology have little or no correlation with the quality of agency performance reports. A focused strategic plan with outcome-oriented goals and measures is one necessary condition for a high-quality GPRA performance report.GPRA has improved the availability and use of performance information in agencies. The quality of agency GPRA initiatives is positively correlated with surveys of federal managers on the availability and use of performance measures.Finally, there is little evidence that GPRA has altered congressional budget decisions. Linkage of results to costs is the weakest aspect of agency performance reports. Results information affected some presidential budget proposals, but Congress has shown little interest in using results information to make budget decisions.

Differences in the average Caesarean section rate across levels of hospital care in Gauteng, South Africa

AbstractCaesarean section rate is expressed as a percentage, and is calculated by dividing the total number of Caesarean sections by the total number of deliveries within a specifed period. This indicator is used to track obstetric performance. The objective of this study was to document and differentiate Caesarean section rates within the different levels of hospital care and four central hospitals in Gauteng. A retrospective cross-sectional review was carried out on secondary audited data from the Department of Health’s Annual Performance Plans (2014/2015 to 2016/2017) for Gauteng province. All public sector hospitals in Gauteng were included. There are distinct differences with regard to the average Caesarean section rate across levels of hospital care in Gauteng province. There is a trend of a rising Caesarean section rate at the regional and tertiary hospitals, stabilisation thereof in the central hospitals and a decline in the rate at the district hospitals in Gauteng. Further research needs to be c...

Annual Performance Planning Information System with Enterprise Architecture Modelling the Secretariat of the Central Java Province Parliament Used Framework Togaf

Use of information systems technology with the annual performance plan is not currently aligned with the needs of the secretariat of the Central Java Provincial Parliament the truth, thus allowing the application of information systems overlap. The need for the secretariat of the Central Java Provincial Parliament can only be answered by considering the factors in pengembangnnya integration, the real goal of integration is to reduce disparities in the system development process. To decrease the gap, it would require a paradigm shift in planning, designing, and managing information systems called enterprise architecture. One model is the enterprise architecture framework TOGAF. TOGAF Enterprise Architecture modeling framework to produce a blue print on an information system that integrates the annual performance plan, accelerate the process of reporting annual performance plan to the leadership of Secretary (Central Java Provincial Parliament) so that more effective and efficient. I. I NTRODUCTION With the increasing needs in the functioning of the organization led to the use of information systems in organizations is needed, as well as the organization of government, namely the Parliament Secretariat of Central Java Province. Use of information systems technology with the annual performance plan is not currently aligned with the needs of the Secretariat of the Central Java Provincial Parliament the truth, thus allowing the application of information systems overlap. These conditions make the annual performance plan information system cannot be utilized as expected based on the mission and purpose of application of the system, the efficiency and effectiveness in fulfilling the organization's needs, ranging from meeting the needs of the highest levels in the organization to the needs of the most under operational needs. Performance planning is a process of further elaboration of objectives and programs set out in the strategic plan (strategic plan) that includes a period of years. Annual performance plan describes the annual event which will be implemented by government agencies and key performance indicators along with its targets under the program, policies, and objectives set out in the strategic plan (1). The need for the Secretariat of the Central Java Provincial Parliament can only be answered by considering the factors

Performance Analysis of Nusantara Fishery Harbor of Pekalongan

T h e objective of th e research were to find out the work program that done and performance p e r c e n t ag e level of the archipelagic fishery port of Pekalongan. The method of research used in the research is the descriptive method and a case study research. The primary data were collected from interviews, meanwhile the secondary data were collected from the related services and literature study presented in the institutions having the connections with observed objects. Data analysis using Balanced Scorecard (BSC) analysis. The research result shows that the work program efficiency that had been done was categorized as very good while percentage performance of PPN Pekalongan shows enhanced during the last 3 year, this was caused by all work program ambulatory as according to annual performance plan. Keywords: fishery harbor, performance percentage

Proposals for Improving GPRA Annual Performance Plans

The Government Performance and Results Act process is now well embedded in the departments and agencies, and it is now timely to consider ways to improve the value of agency plans and reports, both to the Congress and to agency managers. This article offers several recommendations about how Annual Performance Plans can be made more valuable.

The Paradox of Implementing the Government Performance and Results Act: Top‐Down Direction for Bottom‐Up Implementation

Research on the implementation of the Government Performance and Results Act generally has not considered how the strategic plan, annual performance plan, and annual performance report are produced and used. Are the documents good decision and management tools, as the act intends, or are agencies internalizing them to meet the unique needs of their organization? Interviews with representatives of 14 cabinet‐level federal agencies suggest that implementation of the act is not standardized. Instead, it is influenced by the unique challenges that agencies face. Further, there is a relationship between the implementation challenges and the overall use of the documents.

Outcome-focused Management in the United States

The Government Performance and Results Act of 1993 (GPRA, the Results Act) established a performance management framework for federal departments and agencies. The framework consists of agency Strategic Plans, Annual Performance Plans and Annual Performance Reports. Additionally, the Director of the Office of Management and Budget (OMB) annually prepares a Government-wide Performance Plan. Approximately 100 Cabinet departments, independent agencies and government corporations prepare these plans and reports. These departments and agencies comprise nearly the entire Executive branch of government. (The Central Intelligence Agency is statutorily exempted, and OMB has exempted about 15 very small agencies from having to comply with GPRA requirements.)

Nonmission–Based Values in Results–Oriented Public Management: The Case of Freedom of Information

Since the 1940s, Congress and the federal courts have sought to make U.S. federal administration more responsive to democratic–constitutional values, including representation, participation, transparency, and individual rights. As manifested in the National Performance Review, the New Public Management emphasis on results may reduce attention to these values, which for most agencies are not intrinsically mission–based. Freedom of information illustrates the problem of protecting nonmission–based, democratic–constitutional values in results–oriented public management. Agencies’ annual performance plans under the Government Performance and Results Act overwhelmingly ignore freedom of information, even though it is a legal requirement and performance measures for it are readily available. This study concludes that focusing on results may weaken commitment to democratic–constitutional values by default. It suggests that using a balanced scorecard approach in performance plans could enhance attention to freedom of information and other democratic–constitutional values.

The Government Performance and Results Act of 1993: Implications for Social Work Practice

Accountability, measurement, and are terms used throughout the social work literature (for example, Kettner, Moroney, & Martin, 1990; Lawlor & Raube, 1995; Netting, Kettner, & McMurtry, 1993; Rapp & Poertner, 1992) as well as in the hallways of contemporary public, nonprofit, and private human services agencies. Martin and Kettner (1996) identified five forces that combine to give these concepts tremendous credibility: (1) the Government Performance and Results Act of 1993, (2) the National Performance Review, (3) the total quality management (TQM) approach, (4) managed care, and (5) the service efforts and accomplishments (SEA) reporting initiative of the Governmental Accounting Standards Board (GASB) (pp. 1112). They contend that SEA is the most critical of these forces because it represents systematic approach to performance measurement with an identifiable structure and language (p. 15), unlike the other four forces, which are more diffuse. Martin and Kettner (1996) went on to discuss SEA and its implications. Literature and hallway discussions are rife with the pros and cons of TQM and managed care approaches (Martin, 1993). Less note has been made in the social work literature of the Government Performance and Results Act (GPRA) of 1993 (P.L. 103-62) and the National Performance Review (the government's name for reinventing government), which set new directions for the way government conducts its business with regard to all programs. Because Congress intends to base budget decisions on agencies' reports of performance in achieving outcomes, the GPRA is mandate social workers need to be familiar with. This national initiative is symbolic of push toward outcome measurement and accountability that pervades not only federal but also state program budgeting. This article outlines the intent and content of the GPRA so that social workers will be familiar with this legislation. explore the implications of the GPRA for social work practice within the context of the current debates about reinventing government, program performance, and outcomes. What Is the GPRA? The GPRA is Congress's entry into the business of requiring and in all federal agencies. It marks new attempt in federal administration to link performance to budgets. Historically, agencies found in their authorizing legislation mandates of activities, limits to their authority, and directions for controlling their expenditures. Rarely have they found definitions of the desired or outcomes of their activities (Allen, 1995). Comptroller General Charles A. Bowsher, whose responsibility it was to evaluate federal programs, testified, We waste half our time in doing our program evaluation work and our financial audit work even in trying to figure out what is the goal that was trying to be achieved (Senate Committee on Governmental Affairs, 1993, p. 6). Congress articulated this concern in the findings section of the GPRA: Federal managers are seriously disadvantaged in their efforts to improve program efficiency and effectiveness, because of insufficient articulation of program and inadequate information on program performance; and congressional policymaking, spending decisions and program oversight are seriously handicapped by insufficient attention to program performance and results ([section]2(a)(2) and (3)). The GPRA addresses the absence of goals, objectives, and outcomes by requiring agencies to set performance that must be accompanied by measurable outcomes. Briefly, the GPRA mandated strategic plans, an annual performance plan, and an annual performance report. Strategic plans submitted to the Office of Management and Budget (OMB) and to Congress by September 30, 1997, must cover not less than five years and must include * goals and objectives, including outcome-related and objectives, for the major functions and operations of the agency [italics added] ([section]306) * strategies for achieving the and * a description of the program evaluations used in establishing or revising general and objectives ([section]306). …